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"company culture"
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Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition
Purpose
Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework.
Design/methodology/approach
Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations.
Findings
This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors.
Originality/value
This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.
Journal Article
Transitioning Toward a Circular Economy: The Impact of Stakeholder Engagement on Sustainability Culture
The circular economy transition increasingly points to the need for a change in corporate culture, namely toward sustainability. This change can be supported by improving relations with relevant stakeholders, engaging comprehensively with them, and creating strong awareness about issues such as ecosystem protection, health-related safeguards, and the careful use of resources. In this regard, through stakeholder engagement and a review of traditional business models, the circular economy can contribute to transforming the corporate culture to ensure the concurrent enhancement of economic, social, and environmental dimensions. This study verified the role of stakeholder engagement in establishing and strengthening the sustainability culture in a company transitioning toward a circular economy. The case study research methodology was applied, referencing a single firm—operating in the oil and energy industry—representing one of the best practices in the international context, even if some efforts are still required to reduce downstream emissions. The findings underline the contributing role played by stakeholder engagement in establishing values and principles compliant with environmental protection and community wellbeing. Thus, this study contributes to the existing stakeholder engagement literature and sheds light on the practical implications and emerging issues.
Journal Article
The Challenges of Lean Transformation and Implementation in the Manufacturing Sector
In this study we explored the challenges involved in Lean Transformation and implementation in the manufacturing sector. Using survey data from 50 North American manufacturing organizations, we examined the challenges involved in implementing and sustaining Lean Manufacturing (LM) principles and practices in production processes. The fuzzy analytic hierarchy process (FAHP) and the fuzzy analytic network process (FANP) were used to rank the considerable challenges observed in these organizations. We concluded that the need for a change in organizational culture was the major barrier to Lean implementation. It is challenging to sustain Lean without a culture shift and a clear direction set by the organization’s leadership team. The originality of the paper relates to prioritizing the cultural aspects of organizations as a major barrier to LM implementation. Other challenges encountered during Lean implementation in the manufacturing industries were related to management support, technical knowledge, and employee resistance to change. Early identification of these challenges enables companies to question their capabilities before implementing the Lean philosophy. In this study we used results obtained from 50 manufacturing companies in North America, representing a subset of manufacturing organizations. As a result, it must be interpreted based on the data acquisition method and the study’s sample size.
Journal Article
Double Bias of Mistakes: Essence, Consequences, and Measurement Method
There is no learning without mistakes. However, there is a clash between ‘positive attitudes and beliefs’ regarding learning processes and the ‘negative attitudes and beliefs’ toward these being accompanied by mistakes. This clash exposes a cognitive bias toward mistakes that might block personal and organizational learning. This study presents an advanced measurement method to assess the bias of mistakes. The essence of it is the detection of the existing contradictions between attitude and behavior toward mistakes at the personal and organizational levels, as well as combined. This study is based on empirical evidence from a sample of 768 knowledge workers, divided into biased and non-biased subsamples following the procedure proposed in this paper. Those subsamples were next applied to the structural model, examining knowledge, learning, and collaboration cultures (the KLC approach) 's influence on organizational intelligence to validate the proposed method. Results showed that the applied method efficiently detects the DBM and exposes that in doubly mistakes-biased knowledge-driven organizations, the influence of knowledge culture on the mistakes acceptance component of learning culture is negative. So, organizations with a dominated double bias of mistakes do not accept the affirmation of learning from mistakes. Summing up, this study constitutes the Double Bias of Mistakes Theory, which states that the clash between positive attitudes and beliefs regarding learning processes and negative attitudes and beliefs toward mistakes exposed by focusing on control managers (bosses) might block organizational learning from mistakes and, as a consequence, negatively affect organizational intelligence. Without the empirical support for this theory, there was a risk that the idea of accepting mistakes as a potential source of learning would be simplified by biased minds to mistakes tolerance and rejected as ridiculous. Accepting that mistakes can be a source of precious learning does not equal mistake tolerance. On the contrary, it is the first step to managing mistakes and creating efficient error avoidance systems thanks to lessons learned from failures. This study introduces the method of measurement and detection of the Double Bias of Mistakes phenomenon, contributing to the science of organizational learning and collective intelligence-building.
Journal Article
The art of Disney's dragons
\"Throughout time and across cultures, dragons have existed as part of our collective imagination, breathing fire, guarding treasure, and embodying magic. Some are evil, some are kind--but all are fascinating. The Walt Disney Company has had a long-standing fascination with dragons, and this book--conceived as a sketchbook handed down through generations of Disney artists--chronicles the impact that dragons have had on Disney films, parks, and resorts. Inside these pages are the bold storyboards of Sleeping Beauty's Maleficent, color concepts of Epcot's Figment (who was green before he became purple!), playful studies of Mulan's Mushu, and production poses of Elliot from 2016's Pete's Dragon, directed by David Lowery. The illustrators--a wide variety of animators, live-action studio artists, and Imagineers--include Tim Burton, Rolly Crump, Marc David, Eric Goldberg, Bill Justice, John Hench, Joe Rohde, Chuck Ballew, and more.\"-- Provided by publisher.
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