Investigating the impact of organizational culture on supply chain integration

Braunscheidel, Michael J.; Suresh, Nallan C.; Boisnier, Alicia D.

doi:10.1002/hrm.20381

Cited by 127 publications

(211 citation statements)

References 96 publications

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“…Thus, if a company struggles with achieving integration, efforts to change the culture might be necessary (Braunscheidel et al, 2010). Much of the information sharing is verbal and to some extent situation-dependent and inconsistent; the overall impression of the culture is that it is not conducive to formal information sharing.…”

Section: Culture Social Mechanisms and Creation Of Lateral Relationsmentioning

confidence: 99%

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Operational integration in a craft-oriented small enterprise

Gamme

Seim

Lodgaard³

et al. 2017

TQM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Purpose: Many leisure boat manufacturers have thrived on designing and building highly customized boats based on longstanding traditions of craftsmanship. To achieve efficient value chains, it is not enough to optimize each process step, but also important to achieve a smooth flow through the dependencies between each process steps. This article has focused on assessing enablers and disablers for operational integration in a craft oriented small enterprise.Design/methodology/approach: One case company has been studied, to identify enablers and disablers for operational integration in the value chain. The research methodology is based on semi-structured interviews with selected persons from different levels within the company. Findings:The results indicate the importance of management promotion and support of integration and a strong relationship between foremen and operators. Furthermore, to avoid functional myopias, mechanisms to encourage horizontal integration could be useful. Small company and informal culture make integration easier. However, to further establish a common standardized platform, could be necessary. Even small physical barriers in the layout were experienced to affect the integration negatively. Research limitations/implications:This has been an exploratory study of one single craft oriented enterprise; hence it is difficult to generalize. Practical implications:Based on empirical findings from the case study, recommendations on how to achieve better operational integration will be presented. Originality/valueThe research initiative provides knowledge experience of operational integration from a case study in one company within craft and artisan sector in Norway.

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Section: Culture Social Mechanisms and Creation Of Lateral Relationsmentioning

confidence: 99%

“…According to research by (Braunscheidel et al, 2010), a minimal degree of hierarchy is a positive contributor to integration. However, since product development is performed and driven primarily by the top management, there may be limits on the time available for managerial focus.…”

Section: Management Support / Vertical Integrationmentioning

confidence: 99%

Operational integration in a craft-oriented small enterprise

Gamme

Seim

Lodgaard³

et al. 2017

TQM

View full text Add to dashboard Cite

show abstract

“…The CVM model and associated OCAI instrument have been widely used for assessing and profiling organizational cultures in a variety of organizations (Quinn and Cameron 1983;Cameron and Quinn 1999, 2006, 2011Cameron 2004): for instance, health care (Kalliath et al 1999); veterans health administration (Helfrich et al 2007); construction firms (OneyYazic et al 2006); libraries (Kaarst-Brown et al 2004;Stanton 2004;Varner 1996), schools and universities (Cameron 1978;Zammuto and Krakower 1991;Berrio 2003;Kwam and Walker 2004); manufacturing companies (Zammuto and O'Connor 1992;Sousa-Poza et al 2001;Braunscheidel et al 2010); courier express delivery (Chan 1997); engineering and project management services (Igo and Skitmore 2006); civil engineering division of a Ministry (Schepers and Berg 2007); and public utility/administration organizations (Quinn and Spreitzer 1991;Talbot 2008). …”

Section: Application Domain: Organizational Culture and Valuesmentioning

confidence: 99%

“…The CVM model and associated OCAI instrument have been applied in different countries, including the USA (Cameron and Quinn 1999, 2006, 2011Howard 1998;Sousa-Poza et al 2001;Oney-Yazic et al 2006;Helfrich et al 2007;Braunscheidel et al 2010 The advantages of the CVF were summarized by Yu and Wu (2009, p. 40) as follows: "few dimensions but broad implications (…), empirically validated in cross-cultural research (…), most extensively applied in the context of China (…), most succinct (…)." According to Cameron (2009, p. 2): "The robustness of the framework is one of its greatest strengths.…”

Section: Application Domain: Organizational Culture and Valuesmentioning

confidence: 99%