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The Balanced Scorecard framework Note. Kaplan and Norton (1996)
Source publication
The concept of the Balance Scorecard is premised on the need for financial and non-financial indicators that enable a holistic measurement of performance of the organization. The food industry in Indonesia is experiencing positive and significant growth in their performance, however in terms of quality is still not satisfactory. Although performanc...
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Citations
... Unlike entrepreneurs in the food and beverage sector, entrepreneurs in the tobacco sector had a very high level of opinion in all performance measurements, except in the new product launch, which was only at a medium level. These results are consistent with Ahmad and Zabri (2016), Maduekwe and Kamala (2016), Ruangchoengchum (2017), andSondakh et al. (2017), which reveal that different sectors of SMEs have varying performances. Similarly, the results show that entrepreneurs of SMEs in the food, beverage, and tobacco sectors have different levels of performance. ...
... There is a link between corporate culture and productivity, according to studies (Schein, The role of the founder in creating organizational culture, 1983;Oki, 2012;Mishra & Gupta, 2010). Findings from various studies show that a culture that encourages kaizen activities will result in effective organizational productivity (Imai, 1997;Boer & Gertsen, 2003;Anand, Ward, Tatikonda, & Schilling, 2009;Lee, Woo, & Joshi, 2017;Suarez-Barraza & Smith, 2012;Satsomboon & Pruetipibultham, 2014;Sondakh, Christiananta, & Ellitan, 2017). They demonstrate how organizational culture and production are positively correlated. ...
... The results of this study showed that system and structure improvement over time had a favorable impact on organizational productivity. Aktaa, Içekb, and Kyakc, 2011, Alexandra Jancikova, 2009, Assefa, 2011, Ahmed, Hassan, and Fen, 2005, and Sondakh, Christiananta, and Ellitan, 2017 support the current finding. Additionally, early research has shown a positive correlation between customer-supplier relationships and organizational productivity and culture. ...
As the global market has shifted rapidly in recent years, the debate over whether kaizen is a prerequisite to organizational effectiveness for continuously identifying new opportunities and gaining competitive advantages has increased. In addition, the effect of the customer-supplier relationship on organizational culture and productivity has gained substantial attention in recent studies, largely due to the expanding gap and misunderstanding of the benefits of continuous improvement (kaizen). The current study examines the mediating effect of customer-supplier relationships on organizational culture, continuous improvement, and productivity. Target respondents consisted of 240 Ethiopian manufacturing companies located in multiple industrial parks and used to collect the required data. Partial least squares-based structural equation modeling (PLS-SEM) was used to examine the mediating effect of customer-supplier relationship on kaizen and productivity. The outcome suggested that the customer-supplier relationship mediates kaizen and productivity. It also indicated that, in order to maintain organizational productivity, firms must differentiate themselves through cultivation of organizational culture and customer-supplier relationships. Keywords.
Keywords: Continuous improvement, customer-supplier relationship, organizational culture, PLS-SEM
... Also, organizational performance studies are not limited to a few industries. Recent organizational performance research was conducted in various sectors, namely banking, food, manufacturing, wholesale and retail, services, transportation and storage, telecommunications, and insurance (Alatailat et al., 2019;Farouk et al., 2016;Hussinki et al., 2017;Rajapathirana & Hui, 2018;Sondakh et al., 2017;Yaghoobi & Haddadi, 2016). Herciu and Șerban (2018) conducted organizational performance research with 109 Fortune 500 companies. ...
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... Given the above, adopting a useful measurement tool to evaluate organisational performance is critical (Sharma and Gadenne, 2002), and traditional measurement which focuses on financial perspective alone is not applicable to present the real status of an organisation's performance (Sondakh et al., 2017). Therefore, a measure that focuses on all areas of the organisation is imperative. ...
... The BSC approach was developed by Kaplan and Norton (1992) to address the limitations and obstacles on measures that depend solely on financial gauges. It combines both financial and non-financial measures to address problems occurring in measurement systems that rely on historical performance (Mehralian et al., 2017;Norreklit et al., 2008), which could lead to unreal results (Kaplan and Norton, 1992;Sondakh et al., 2017). Also, the BSC integrates other perspectives that impact on performance including financial outcomes (Kaplan and Norton, 1992). ...
Purpose
Police agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt effective methods that help these agencies to achieve their goals. Studies reported that benchmarking has a role to improve organisational performance. However, poor evidence of using benchmarking within police agencies and very few studies examine the relationship between it and police performance. Motivated by this gap, this study aims to explore and examine this relationship under the mediating role of innovation culture.
Design/methodology/approach
A quantitative methodology was utilised in this study. Data used to examine the hypotheses were obtained from the departments and stations of the Dubai Police Force (DPF), and the population comprised head section officers. A total of 338 questionnaires were distributed to respondents, 252 of which were returned. The hypothesised relationships were tested with the data collected by SPSS and SmartPLS statistical software.
Findings
Findings clearly show that benchmarking is directly and indirectly associated with the organisational performance of the DPF through innovation culture. Results support the notion that innovation culture facilitates the implementation of proper benchmarking projects in the DPF, which positively affects different aspects of its performance.
Research limitations/implications
This study includes several limitations. Specifically, the generalisability of the findings should be considered. The analysis applies only to the DPF in the UAE. Thus, investigating and analysing variables in different police agencies in the UAE or internationally would be valuable.
Practical implications
Several recommendations are provided in relation to the obtained results to assist managers and decision makers in the DPF and other police agencies. This study includes suggestions for improving police performance by establishing an innovation culture and adopting benchmarking practices.
Originality/value
Although several contributions indicated that benchmarking and innovation culture is a key determinant of success, the literature lacks empirical studies investigating this link in the police field. This study is the only one to date that examined this relationship in police services. Accordingly, this study seeks to bridge this gap and delivers empirical evidence and theoretical insight to better understand this relationship.
... Given the complicated nature, structure, scale and scope of organisational performance, it is hard to understand and measure effectively (Bergeron, 2018). Moreover, organisational performance is a multi-dimensional construct; thus, it is important to cover these dimensions to obtain a consistent measurement (Sondakh, Christiananta, and Ellitan, 2017). In relation to organisational performance in policing, Gorby (2013) indicated that academic researchers have faced challenges in finding appropriate metrics for police agencies. ...
Purpose
This study aims to empirically examine the relationship between Six Sigma and organisational performance of the Dubai Police Force (DPF). Moreover, this study further explores the role of innovation culture as a mediating variable between this relationship.
Design/methodology/approach
A questionnaire survey was conducted to collect research data. The population of the study was composed of head section officers of the DPF. A total of 388 questionnaires were distributed amongst respondents in which 252 of them were returned. Structural equation modelling was performed to test the hypothesised model.
Findings
Central findings confirmed the effect of Six Sigma and innovation culture on organisational performance. Additionally, innovation culture was found to partially mediate the effects of Six Sigma on organisational performance.
Practical implications
Findings from this study may enlighten managers, practitioners and academicians on the importance of using Six Sigma in the policing field. This study advocates taking into account preparing appropriate culture when implementing Six Sigma projects given its role in facilitating the implementation of these projects and achieving success. Six Sigma with innovation culture provides a key opportunity for the creation of uniqueness and has the potential to significantly influence organisational performance.
Originality/value
This study adds to the current knowledge on the role of Six Sigma on organisational performance of police agencies. This study is the first to provide empirical evidence on the mediating role of innovation culture on the relationship between Six Sigma and organisational performance in policing context.
One of the important roles of small medium enterprise (SMEs) is to contribute to solving challenges in the field of employment through the provision of employment. The uptake of labor in SMEs is not far inferior to large-scale industries. With the ease of access to information today, some business actors have begun to be aware of the role of ergonomics in the production aspect. This is inversely proportional to the condition of workers in the scope of SMEs. Workers in the SMEs sector have a sense of reluctance in doing ergonomics-based work principles. This research aims to review the work patterns carried out by workers at the SMEs level and investigate how workers understand ergonomic aspects and review the challenges of applying ergonomics in the future. This research was conducted using qualitative methods of phenomenology using deep interview techniques to several workers at the SMEs level. In this study also used triangulation against data obtained. The results showed that workers have a mini understanding of ergonomics-based work principles. The challenges of applying ergonomics in addition to being faced by the quality of human resources, including human factor aspects and sustainable risk management.
