Organisational readiness to participate in a labelled product service cluster: a structural equation model analysis

Jamai, Kaoutar; Gellynck, Xavier; Abidar, Ali; Steur, Hans De

doi:10.22434/ifamr2021.0124

Cited by 7 publications

(5 citation statements)

References 95 publications

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“…The other study by Gurumurthy et al (2014) used the GTA approach to identify the determinants for organizational readiness for change to Lean among manufacturing SMEs. A recent survey carried out within SMEs in Morocco reveals that the human factor appeared more favourably disposed to change (Jamai, Gellynckb, Abidarc, & De Steurb, 2022). Moreover, most of the previous studies on Lean implementation in SMEs were skewed to critical success factors of Lean implementation, e.g.…”

Section: Introductionmentioning

confidence: 99%

The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

2022

tmuj

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The paper aims to assess lean readiness within manufacturing SMEs in Nigeria by examining the role of lean social factors, i.e., leadership, organizational culture, and employee relations, on organizational readiness for change (change efficacy and change commitment) through the indirect effect of customer relations. Data was collected from Managers of manufacturing SMEs through questionnaire administration. Three hundred questionnaires were analyzed using Partial Least Square – Structural Equation Modelling 3.3 (PLS-SEM). The study's findings reveal that all social dimensions (organizational culture, leadership, and employee relations) positively and significantly affect customer relations. Also, a significant, positive relationship was found between social dimensions and organizational readiness for change dimensions (change efficacy and change commitment), except for leadership and employee relations on change efficacy. The indirect effect on customer relations was positive and significant in the relationship between social factors and organizational readiness for change dimensions.

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Section: Introductionmentioning

confidence: 99%

The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

2022

tmuj

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“…Also, the method is used regularly in agri-business research (e.g. Belaya and Hanf, 2012a,b;Gagalyuk andHanf, 2011, 2013;Garbade et al, 2016Gyau and Spiller, 2009;Jamai et al, 2022;Martínez-Filgueira et al, 2022;Otter et al, 2014;Tan and Chen, 2021).…”

Section: Quality Assessment Of the Model And Resultsmentioning

confidence: 99%

Competitive parity in chain management – factors that influence the long-term compliance with product and quality criteria along the chain

Richter,

Hanf

2024

Int. Food Agribus. Manag. Rev.

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Focal firms in the agri-food business must take strategic measures to ensure certain product and quality characteristics along the value chain. This is necessary in order to be able to keep up with competitors in the long term. Research shows that competitive parity, in addition to competitive advantage, should be considered as a strategic dimension. In the production of food, often several actors are involved and the focal firm (that is primarily responsible for the product) must organize the business relationships along the chain in such a way that the desired outcome is achieved in the short and long term. The achievement and safeguarding of competitive parity have been little researched so far. Up to now, there has only been a systematic literature review on this topic. Therefore, this aim of this research is to examine which factors influence the construct of competitive parity. Based on the findings of the literature review and further literature on the management of value chains, a theoretical framework is developed. A first empirical application of the model makes it possible to derive recommendations for action for focal firms in the agri-food industry. Therefore, we conduct a quantitative survey in the wine industry. PLS-SEM is used to analyze the model, using SmartPLS software. This research is the first to empirically investigate the strategic relevance of competitive parity in the agri-food business. The results show that chain management needs to pay attention to competitive parity besides the competitive advantage. Whereas the measures of cooperation have a stronger effect on achieving a competitive advantage, the measures of coordination have a stronger effect on achieving competitive parity. The constructs of power and trust — in contrast to the existing basis of resources and capabilities in the company — seem to have a significant influence on cooperation and coordination.

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“…There is a vast amount of literature discussing organizational change, where most previous studies focus on organizational change approaches including direct change, planned change, and guided change [17][18][19][20]. The direct change approach is when the change is taking effect through the top of the organizational hierarchy as role models for the remainder of the organization members.…”

Section: Organizational Readiness For Changementioning

confidence: 99%

“…Motivation for change has a signi cant in uence on the readiness of Jordanian-listed rms toward CAATTs application. The second domain in the ORC investigates staff attributes that impact organizational change, where it consists of four factors namely growth, e cacy, in uence, and adaptability (Jamai et al, 2022). Where it is very important for employees to have the skills needed to complete their assigned tasks.…”

Section: Hypothesismentioning

confidence: 99%

The Readiness of Jordanian-listed Firms toward CAATTs Application in the Post Covid-19 Epidemic period

Alnatour,

Al-Mawali,

zaidan

et al. 2024

Preprint

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Purpose This study examines the readiness of Jordanian-listed firms toward the application of Computer Assisted Audit Tools and Techniques (CAATTs) during the post-Covid-19 epidemic period. In particular, we identify the factors impacting the adoption of CAATTs from the auditee perspective based on the Organizational Readiness for Change (ORC) model, including motivation for change, staff attributes, institutional resources, organizational climate and the Technology Readiness Index (TRI) factors, namely, optimism, innovativeness, discomfort and insecurity. Design/methodology/approach A cross-sectional survey was developed and distributed to 138 employees working in the accounting departments of Jordanian-listed firms. Where partial least square structural equation modeling (PLS-SEM) is used to examine the study hypotheses. Findings The results show a significant direct relationship of motivation for change, staff attributes, institutional resources, organizational climate and discomfort on readiness for change. Moreover, the results reveal that perceived fear of Covid-19 has a moderating effect on the direct relationship between motivation for change and readiness for change. However, the proposed relationships between optimism, innovativeness and insecurity with readiness for change were not significant. Originality/value This paper highlights the readiness toward CAATTs application from the auditee perspective rather than the external auditors. Moreover, this paper considers the changes in the work environment resulting from the Covid-19 pandemic on the motivation for change toward CAATTs. Where the study proposes four external constructs that impact the readiness of Jordanian-listed firms toward the application of CAATTs following the ORC model. Furthermore, it provides another four internal factors that can also impact readiness for CAATTs adoption following the TRI. Lastly, the paper reveals the moderating role of perceived fear of Covid-19 on the influence of motivation for change on readiness to change. Hence, this paper set the basis for policymakers and practitioners toward evaluating the readiness of Jordanian-listed firms for CAATTs application.

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Organisational readiness to participate in a labelled product service cluster: a structural equation model analysis

Cited by 7 publications

References 95 publications

The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

Competitive parity in chain management – factors that influence the long-term compliance with product and quality criteria along the chain

The Readiness of Jordanian-listed Firms toward CAATTs Application in the Post Covid-19 Epidemic period

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