The relationship between organizational culture and quality techniques, and its impact on operational performance

Abstract

Purpose-The purpose of this paper is to investigate if a firm's organizational culture affects the set of quality techniques it uses, and if these quality techniques affect the relationship between organizational culture and operational performance. Design/methodology/approach-Based on data collected from 250 firms in Brazil and Denmark, structural equation modeling is used to investigate the relationship between organizational culture and the use of quality techniques, and its impact on operational performance. Four quality technique groups, four cultural profiles adopted from the Competing Values Framework and a set of operational performance indicators are used to operationalize the study. Findings-Culture does not appear to be an unequivocal predictor of the use of quality techniques. Furthermore, while most quality technique groups contribute indirectly to the total effect on operational performance in the developmental, group and hierarchical cultures, the performance effects are insignificant for all four groups in the rational culture. Practical implications-Managers need to be actively aware of the cultural characteristics of their organization before adopting quality techniques, in order to benefit most from the use of these techniques.

The effect of entrepreneurial orientation, market orientation, total quality management and organizational culture on the SMEs performance: A theoretical framework

“…Therefore, OC influences the style of work of the organization, affects people's decisions and behaviours and, in impact on firm performance (Wu et al, 2011). This fact has also been supported by Gambi, Boer, Gerolamo, Jørgensen and Carpinetti (2015), and Schein (1984) as they assert that OC is the main factor to organizational excellence.…”

TQM and Performance Appraisal: Complementary or Incompatible?

“…This kind of post‐mortems and after‐action performance reviews (Edmondson, ) laid the base for a pervasive culture of blame in which lower level employees feared to acknowledge their limits and report failure as long as it did not cause immediate or obvious loss. The unfortunate consequence of a lack of ‘true culture of quality' across the coercive cases was two‐fold: (1) employee's reluctance to admit errors for fear of becoming scapegoat and tendency to report only successes to their line managers; and (2) managers' missed opportunities for enhancing the organization's quality of learning (see Beer, ; Gambi et al ., ). In sum, we propose that:Proposition PA systems designed solely in terms of strict compliance to minimum task assignments will result in counterproductive work behaviours that compromise quality (e.g., production deviance).…”

Benarkah Kompetensi Dan Budaya Organisasi Akan Meningkatkan Kinerja Karyawan?

“…Oleh karenanya perusahaan secara terus menerus berusaha memperbaiki kompetensi karyawan yang merupakan salah satu faktor yang membantu peningkatan kinerja karyawan (Lievens & Wesseling, 2015;Springer & Oleksa, 2017). Selain kompetensi, ternyata budaya organisasi juga sangat krusial bagi peningkatan kinerja karyawan (Gambi et al, 2015;Looi, Greatbanks, & Everett, 2016). Maka berdasarkan pemikiran tersebut, penelitian ini mengembangkan model konseptual yang memperlihatkan pengaruh kompetensi dan budaya organisasi dalam meningkatkan kinerja karyawan.…”