Operational excellence, organisational culture and agility: the missing link?

Carvalho, Angelina C. A.; Sampaio, Paulo; Rebentisch, Eric; Carvalho, João Álvaro; Saraiva, Pedro

doi:10.1080/14783363.2017.1374833

Cited by 103 publications

(123 citation statements)

References 57 publications

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“…There are many definitions of organizational culture and however what it clearly present as a set of guiding principles that will influence every behaviour, action and working relation (Carvalho et al, 2017). Organizational culture is one of the most important critical success factors for the implementation of quality management.…”

Section: Organizational Culturementioning

confidence: 99%

“…Organization agility is the competence by which an organization deals with uncertainty in the marketplace and by using rapid response to transform this opportunity into innovative products and services (Carvalho et al, 2017;Panda & Rath, 2017). The two important aspect of organizational agility is rapidness and innovativeness.…”

Section: Organization Agilitymentioning

confidence: 99%

“…Modern day organizations not only maximize the benefits for the organizations, but also the customer and other stakeholder's needs are taken care. Many researchers have devoted considerable attention to develop the models for operational excellence (Bhullar et al, 2014;Carvalho, Sampaio, Rebentisch, Carvalho, & Saraiva, 2017;Found et al, 2018;Mascitelli, Mills, Bierl, & Le, 2017). The previous studies have studied several aspects of Operational excellence (1) Operational excellence and Customer (Morash & Clinton, 1998;Treacy & Wiersema, 2007) (2) Operational excellence Theory & Frameworks (Bhullar et al, 2014;Found et al, 2018) (3) Lean Operational excellence (Liker & Franz, 2011;Sarkar, 2007) (4) Operational excellence and Supply Chains (Morash & Clinton, 1998;Tyndall, Gopal, Partsch, & Kamauff, 1998) (5) Operational excellence models (Dahlgaard, Chen, Jang, Banegas, & Dahlgaard-Park, 2013;Miller, Raymer, Cook, & Barker, 2013;Talwar, 2011) (6) Tools & Techniques of Operational excellence (Basu, 2004a(Basu, , 2004b (7) cases in operational excellence (Oakland, 2007(Oakland, , 2014 (8) critiquing of self-assessment models (Williams, Bertsch, Van der Wiele, Van Iwaarden, & Dale, 2006) (9) Measuring systems on operation excellence (Jarrar & Schiuma, 2007;Schiuma, 2009) etc.…”

Section: Introductionmentioning

confidence: 99%

“…The first issue is that most research on operational excellence has been practice-led (Found et al, 2018). Though there are many models of operational excellence, but there is a requirement of one best model of operational excellence (Carvalho et al, 2017). The second issue is the sustainability of gains of operational excellence programs.…”

Section: Introductionmentioning

confidence: 99%

“…Though some firms deploying operational excellence have obtained results, but these initiatives are not always enough to ensure competitiveness over time. Many organizations that were branded as excellent have found themselves in difficult situations, sometimes even getting to the point of filing bankruptcy (Carvalho et al, 2017). The mixed results of the success of operational excellence programs appear to be important and worthy of investigation especially in the context of implementing a sustainable operational excellence program which will sustainable.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Implementing sustainable operational excellence in organizations: an integrative viewpoint

Sony

2019

Production & Manufacturing Research

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Many Organizations are implementing operational excellence initiatives to be competitive in the industry. The initial results are very encouraging but subsequently, it was difficult for many organizations to sustain the initial success. The purpose of this paper is to investigate how to implement a sustainable operational excellence initiative in the organization. The study builds a model for sustainability of operational excellence which considers the social, economic and environmental aspect of operational excellence. In addition, organizational culture and agility are found to contribute a major role in sustainable organizational excellence. This is the first study to propose an integrative model for implementing sustainable operational excellence in organizations. Organizations will be able to implement operational excellence initiatives in a sustainable manner if the model of sustainability is followed. Besides, there are research propositions and future research directions to academic researchers. ARTICLE HISTORY

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Section: Organizational Culturementioning

confidence: 99%

Section: Organization Agilitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Implementing sustainable operational excellence in organizations: an integrative viewpoint

Sony

2019

Production & Manufacturing Research

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Development of a strategy deployment framework combining corporate sustainability and operational excellence

Roche,

Baumgartner

2023

Corp Soc Responsibility Env

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Operations management requires models, methods and tools that integrate both sustainability and operational excellence to support organizations in implementing long‐term sustainability. The purpose of this research is to provide a strategy deployment framework integrating both corporate sustainability and operational excellence. The research approach includes an explorative literature review, providing a background on operational excellence, sustainability, and hoshin kanri, a special form of strategy deployment. Comprehensive frameworks for both strategy deployment (hoshin kanri) and sustainability (Framework for Strategic Sustainable Development) were used as a foundation and adapted towards a strategy deployment framework linking sustainability with operational excellence. This was done by integrating both frameworks and by including operational excellence enablers. The resulting framework illustrates how strategic sustainability goals can be aligned and deployed within businesses. This research contributes towards supporting corporations in their efforts in becoming sustainable businesses and serves as a theoretical base for future research.

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Soft TQM, agility, and knowledge management deliver organizational performance: A study of Malaysian manufacturing organizations in the electrical and electronics sector

Ong

Ling

2022

Glob Bus Org Exc

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The research aims to determine how organizational performance is increased when soft TQM, agility, and knowledge management are aligned. It employs a model constructed from a literature review, and an empirical study conducted amongst electrical and electronics manufacturers in Malaysia. Soft TQM was found to have no significant direct relationship with organizational performance, but had a strong relationship when mediated by knowledge management. This relationship was further strengthened by the mediation of both agility and knowledge management. The empirical findings validate recent conceptual models of enablers of organizational performance, as well as contributing to the body of knowledge concerning the knowledge-based view of the firm, and the view of the firm as an epistemic community. In addition, the study identifies factors that should be considered when implementing soft TQM, agile practices, and knowledge management in an organization.

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Operational excellence, organisational culture and agility: the missing link?

Cited by 103 publications

References 57 publications

Implementing sustainable operational excellence in organizations: an integrative viewpoint

Implementing sustainable operational excellence in organizations: an integrative viewpoint

Development of a strategy deployment framework combining corporate sustainability and operational excellence

Soft TQM, agility, and knowledge management deliver organizational performance: A study of Malaysian manufacturing organizations in the electrical and electronics sector

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