Aligning critical success factors to organizational design

Abstract

Purpose-Concurrent designing of products, processes and supply chains (3-DCE) has proved to be beneficial in rendering holistic, market-responsive architecture to organizations through linkages created by dynamic capability development and innovation. The purpose of this paper is to investigate the promises of 3-DCE in synthesizing and sustaining critical success factors (CSFs) for organizations, and also underpin the existing gap between its offerings in devising the CSFs and the 'real solutions' essential in a dynamic system's perspective. Design/methodology/approach-The paper adopts an intermediary approach combining both explanatory and exploratory researches. The conceptual framework of the paper is based on a matrix for organizational mapping of TCF firms prepared through content analysis. This is followed by an extensive semi-structured survey. The selection of firms was based on contacting TEKO and Europages. Usable responses were obtained from 42 firms for detailed analysis, making the response rate around 15 percent. Findings-The results were manifold. It showed that most of the key success factors are synthesized and sustained through 3-DCE designing. The paper also highlights the necessity to incorporate intangible value propositions of culture, leadership and governance, knowledge, image and relationship into the 3-DCE model to generate an 'extended 3-DCE' framework for mediating operational performance and hence organizational success. Such a model required in a dynamic environment is argued to show a fit to represent a design for resilience perspective, requiring further research. Practical implications-The findings from the paper can be beneficial for organizations to understand the key areas in which to invest and how to invest their resources and time, as CSF identification is largely qualitative and can result in differing opinions in pinpointing them. It is thus recommended to synthesize or identify them from the 3-DCE perspective. Research limitations-Firstly, the selection of sample size of organizations was small and arguments regarding its representation of the Swedish TCF firms' population could be raised. So the claims and propositions of the paper cannot be widely generalized. Secondly, the responses to the survey were based on judgments of the company top management and could vary if intra-organizational responses were considered. Originality/value-The paper is original in realizing how 3-DCE can be instrumental in devising critical success factors in organizations and also what factors needs to be incorporated into its 'extended' framework to match the requirements for organizations in a dynamic environment.

Organizational design of research results transfer offices: systematic revision of the literature

“…com/documents/?uuid=1b293e2b-f9c5-4a11-b3ed-5a766ca11449" ] } ], "mendeley" : { "manualFormatting" : "Roberts & Greenwood, 1997", "previouslyFormattedCitation" : " (Roberts & Greenwood, 1997;Royston & Wright, 1997;Sloper, 1982;Te'eni, 2001;Haas, 2006;Kaiser & Buxmann, 2012;Pal & Torstensson, 2011) Surveys (Anspach, 1991;Burns & Wholey, 1993;Dill, 1995;Ethiraj & Levinthal, 2004;Fang et al, 2010;Kaiser & Bostrom, 1982;Krackhardt & Stern, 1988;Levitt et al, 1999;Lewin & Minton, 1986;Lloria, 2007;Lovejoy & Sinha, 2010;Andriopoulos & Lewis, 2009;Novo et al, 2010;Bozionelos, 2008;Caldwell, 1991;Carley & Lin, 1997;Cocks, 1980;Cooper & Zmud, 1990;Davis, Strand, Alexander, & Hussain, 1982;Deshpande & Zaltman, 1982;Dill, 1995;Gurkov & Settles, 2011;Hannan et al, 2003;Jin et al, 1995;Kaiser & Bostrom, 1982;Long, 1980;Silva et al, 2011;Rowland & Parry, 2009;Sloper, 1982;Sun & Scott, 2005;Te'eni, 2001;Tillquist et al, 2002;…”

Ranking of critical success factors in reverse logistics by TOPSIS

“…Blasini and Leist [23] identified the success factors in process performance management. Some of these factors relevant to this study have been cited by many researchers are as follows: Control ( [24], [25], [26], [27]), Culture ( [7],[8], [9], [28]), Innovation ([6],[8], [27], [29]), Automation ( [26], [29]), Capacity ( [18], [27], [30], [31]), Standardization ( [20], [26], [29], [31]), Quality Management ( [6], [23], [26], [27]), Resource Management ( [7], [18], [30]), Organizational Strategy ( [24], [26], [29], [30]), Process Planning ([8], [18], [20], [30]), Top Management Commitment ( [7], [9], [23], [26]), Human Resource Management ( [18], [24], [29], [30]), Collaboration and Communication ( [18], [26], [28], [30], …”

“…Technology and Sharing ( [6], [7], [18], [26], [27], [29], [30]), Transportation ( [4], [18], [30]) and Added Value ( [6], [25], [26], [29]). …”

How to integrate recent development in technology with Digital Prototype textile and apparel applications

“…Moreover, differentiation has become a key aspect in developing competitive advantage for these TCF firms owing to greater market dynamics, rapid fluctuations in postmodern consumer behaviour, shortening of fashion product life-cycle, product proliferation to mention a few [1].…”