The influence of dimensions of organisational culture on supply chain performance in selected state-owned enterprises in Zimbabwe

Abstract

Background: Despite being strategic, state-owned enterprises (SOEs) have failed to fulfil their mandate. Supply chain performance is ineffective largely because of weak organisational culture.Objectives: To explore the extent to which organisational cultural factors have influenced the supply chain performance of SOEs, review the literature; effectiveness of attaining financial targets, customer satisfaction, internal business processes, learning and growth; time orientation on the supply chain metric of delivery. The supply chain metric of flexibility; profitability on cost reduction; ‘no ownership’ culture on decision-making; and the level of customer satisfaction.Method: A mixed-method was used. The population comprised managers, employees and clients of eight selected SOEs. Judgmental, random and convenience sampling were employed. Questionnaires and interviews were the research instruments and quantitative and qualitative analyses were conducted. Findings are presented thematically, in line with the research questions.Results: SOEs were not meeting financial targets, not satisfying customers, poor internal business processes not attaining learning and growth targets. Organisational cultural variables were weak; affecting flexibility, no timely delivery of goods and services. Also influenced the behaviour of human resources and an indirect effect on customer satisfaction, cost-saving and profitability in the SOEs.Conclusion: The SOEs failed to meet financial, customer, learning and growth targets. The internal business processes were not effective. The culture did not promote efficiency. The study recommends that commitment of leadership on human behaviour is necessary for effective supply chain performance and strategy implementation. Constant environmental scanning, strategic alliances, rationalisation of remuneration and sound corporate governance are essential.

Investing in intrapreneurial capabilities for improved performance in state-owned enterprises

“…The Constitution of Zimbabwe states that SOEs are expected to maintain commercial viability and adopt generally accepted standards of good corporate governance in their operations. Thus, in common with other countries, in Zimbabwe SOEs are entities where the government is the majority shareholder and whose mandate is the provision of infrastructure and services such as water, electricity, telecommunications, transportation, health and education, in which the private sector may not find it profitable to engage (Musanzikwa & Manduth 2018).…”

Effect of Organisational Culture on Customer Satisfaction in Selected Nigerian Banks: Evidence from Multiple Age Bands

“…The need for affiliation explains the fact that every human being needs love and acceptance. Esteem needs address the desire for accomplishments and achievements while self-actualization needs seek to satisfy the inherent human tendency towards attaining ones most feasible potential (Miller, 2012). Customer satisfaction is driven by the ability of an organization to address the needs of its customer's to the extent that it is totally unrealistic if human needs are unmet by the value proposition offered by a product or service brand.…”