The Crucial Interrelationship Between Manufacturing Strategy and Organizational Culture

Bates, Kimberly; Amundson, Susan D.; Schroeder, Roger G.; Morris, William T.

doi:10.1287/mnsc.41.10.1565

Cited by 183 publications

(190 citation statements)

References 20 publications

Supporting

Mentioning

170

Contrasting

Unclassified

Order By: Relevance

“…Bates (1995) reported a significant relationship between organisational culture and manufacturing strategy, while Mello and Stank (2005) develop a useful theoretical framework and report that differing cultural dimensions have differing influences on buyer -upplier performance outcomes. Further, the authors call for further research, especially empirical research, in this area.…”

Section: Cultural Fit and Performance In Buyer-supplier Relationshipsmentioning

confidence: 99%

Opposites attract: organisational culture and supply chain performance

Cadden

Marshall

2013

Supply Chain Management: An International Journal

135

103

View full text Add to dashboard Cite

PurposeThe aim of this paper is to expand the knowledge of buyer‐supplier relationships by investigating the extent to which organisational cultural fit between a buyer and supply chain participants influences performance.Design/methodology/approachThe study was conducted in a FMCG supply chain. A cultural dimensions questionnaire was used in a focal organisation (the buyer) and it identified best and poorest performing supply chain. The results were analysed using a series of ANOVA's within the respective supply chains. The findings were then triangulated via qualitative methods.FindingsThe findings demonstrate that complementarity rather than congruence between the supply chain partners achieved successful performance outcomes. Organisations in the high‐performing supply chain had significantly different cultural profiles, reporting significant statistical differences across all six cultural dimensions. Organisations in the low‐performing supply chain had almost identical profiles across all six cultural dimensions with significantly lower mean scores across each dimension.Research limitations/implicationsThe deconstruction of organisational culture into its constituent dimensions in a supply chain provides insights for academics. Propositions are presented which provide a platform for further studies. Future studies could develop these findings by using a larger sample, over a longer period of time, and adding mediating variables that impact supply chain outcomes.Practical implicationsManagers should pay attention to cultural evaluation within the supplier selection process as well as finance or strategic evaluations. A shared supply chain culture of norm‐based trust and openness may yield better outcomes and reduced conflict and uncertainty throughout the supply chain.Originality/valueThis is one of the first papers to deconstruct and measure organisational cultural fit empirically in a supply chain context.

show abstract

Section: Cultural Fit and Performance In Buyer-supplier Relationshipsmentioning

confidence: 99%

Opposites attract: organisational culture and supply chain performance

Cadden

Marshall

2013

Supply Chain Management: An International Journal

135

103

View full text Add to dashboard Cite

show abstract

“…The OC dimension of attention to detail relates to the level of importance placed by organisational members on precision and accuracy in completing tasks. In the manufacturing industry examined in our study, attention to detail may vary depending upon factors such as manufacturing strategy and the level of technology of the organisation (see Bates, Amundson, Schroeder, and Morris, 1995). Chatman and Jehn (1994) argue further that, as attention to detail decreases, decision-making processes become less reliant on analytical models and depend more on subjective judgement.…”

mentioning

confidence: 91%

The Effect of Organisational Culture Perceptions on the Relationship Between Budgetary Participation and Managerial Job-Related Outcomes

Subramaniam

Ashkanasy

2001

Australian Journal of Management

View full text Add to dashboard Cite

Pre-printLater published as Organizational culture perceptions, budgetary participation and managerial job-related outcomes. Australian Journal of Management, 26,[35][36][37][38][39][40][41][42][43][44][45][46][47][48][49][50][51][52][53][54]. AbstractThis study examines the impact of managers' perceptions of their organisational culture (OC) on the relationship between budgetary participation and managerial job-related outcomes, operationalised as managerial performance and job-related tension (JRT). We hypothesised that the relationship between budgetary participation and job-related outcomes would depend on managers' perceptions of innovation and attention to detail.Data from 114 managers supported predictions that increasing budgetary participation would lower JRT for managers perceiving a high emphasis on innovation within their OC, regardless of their perceptions of an emphasis on attention to detail. When managers perceived low innovation, however, their perception of level of attention to detail had a significant effect on the relationship between budgetary participation and JRT. More specifically, increasing budgetary participation was found to decrease JRT for managers who perceived low innovation and low attention to detail. For managers who perceived low innovation and high attention to detail, however, this effect was attenuated. Finally, the positive relationship between budgetary participation and managerial performance was not found to be affected significantly by managers' OC perceptions. Key words:Budgetary participation, organisational culture, contingency model, jobrelated tension, managerial performance, interactions, regression analysis, innovation, attention to detail Acknowledgement: The authors acknowledge with thanks Ferdinand Gul, Lokman Mia, and Chris Guilding for their contributions and encouragement. We also thank the reviewers and participants at the 1997 ABO Research Conference, and two anonymous reviewers for their comments on an earlier draft of this paper. The support and willing participation of the respondents is also acknowledged with thanks. Pre-printLater published as Organizational culture perceptions, budgetary participation and managerial job-related outcomes.

show abstract

“…Employees with high individualism prefer to stay alone and dislike knowledge exchange in the organization (Bates, 1995). They prefer to hoard knowledge and are reluctant to share and exchange knowledge using the latest computing technology (Nonaka & Takeuchi, 1995).…”

Section: Individualismmentioning

confidence: 99%

Factor Affecting Adoption of Ubiquitous Computing in Knowledge Sharing: Comparison between Local and Foreign Employees in Private University Malaysia

Yen

Ling²,

Seethaletchumy³

et al. 2014

IJBM

View full text Add to dashboard Cite

This study aims to propose a research framework that could be used to examine key factors affecting adoption of ubiquitous computing devices in knowledge sharing from the perspectives of foreign and local employees in private universities Malaysia. This research provides recommendations to the management and educational practitioners to promote and enhance foreign and local employees' adoption of ubiquitous computing devices in knowledge sharing in private universities Malaysia. Five hundred questionnaires were distributed to foreign and local employees who are currently working in top private universities in Malaysia. The finding of this study shows that collaborative organisational culture and help facility availability are two important factors that affect adoption of ubiquitous computing devices in knowledge sharing from the perspectives of both foreign and local employees in private universities Malaysia. Strategic future planning positively influences local employees' adoption of ubiquitous computing devices in knowledge sharing but it does not significantly affect foreign employees' adoption of ubiquitous computing devices in knowledge sharing.

show abstract

The Crucial Interrelationship Between Manufacturing Strategy and Organizational Culture

Cited by 183 publications

References 20 publications

Opposites attract: organisational culture and supply chain performance

Opposites attract: organisational culture and supply chain performance

The Effect of Organisational Culture Perceptions on the Relationship Between Budgetary Participation and Managerial Job-Related Outcomes

Factor Affecting Adoption of Ubiquitous Computing in Knowledge Sharing: Comparison between Local and Foreign Employees in Private University Malaysia

Contact Info

Product

Resources

About