Abstract

The resource-based view recognizes present organizational culture as a key component to its success or failure. It has a direct impact on the innovation strategy of organizations and therefore should be treated as a determinant of the organisation’s future. Presently companies should naturally strive to make efforts aiming at the creation of such organizational cultures which would affirm knowledge – cultures characteristic for organisations based on knowledge, that foster engagement of employees, building trust and sharing knowledge. They are most often convergent and mutually complementary and described as: lean culture, learning organization culture, information culture, group-development culture. One type of the organizational cultures indicated as optimal for operating in knowledge-based economy is the quality culture. Concentration on quality is currently a sine qua non-condition for the survival and development of modern organization and at the same time, one of the main tasks of managers. Because of the fact that that instruments are in place but still there is a lack of quality culture in the practical aspects and also common point of view that there is a gap to be filled in the development of appropriate culture for quality, the study provides an initial comparative verification of which stage of evolution towards quality culture is represented by companies from different sectors in Poland. The paper has theoretical-empirical ladder. Its aims are to review existing literature dedicated to organisational quality culture essence, elements, determinants and dimensions. Investigation of the topic in the paper is carried out in the following logical sequence: TQM implementation → Organizational culture → Quality culture → Organizational Quality Culture. The purpose of this paper is to describe components of organisational quality cultures in polish enterprises from different sectors. The methodological tool of the research methods was survey questionnaire, included 20 closed-ended questions – most of them multiple choice. It was decided to research, in the context of quality culture, all enterprises: those operating in production, in services and also mixed enterprises. Based on exploration of empirical data, the condition of quality culture in companies operating in Poland is diagnosed. Paper proves that verified organisations are on their way in the direction to the phase of permanent organisational quality culture creation. The results of the research can be useful for developing the complex model of organizational quality culture constitution. They can also provide managers with valuable suggestions on building stable organizational quality culture.

Keywords: empirical study, enterprises, organizational culture, organizational quality culture, quality, quality culture, quality management

JEL Classification: D23, L29, M14.

Cite as: Pietruszka-Ortyl, A. (2019). The Impact of Organizational Culture for Company’s Innovation Strategy. Marketing and Management of Innovations, 3, 178-192. https://doi.org/10.21272/mmi.2019.3-14

This work is licensed under a Creative Commons Attribution 4.0 International License

References

1. Adebajo, D. Kehoe, D. (1998), An evaluation of quality culture problems in UK companies, International Journal of Quality, 3(3): 275-286.
2. Al Saifi, S.A. (2015), Positioning organisational culture in knowledge management research, Journal of Knowledge Management, 19 (2): 164-189.
3. Ali, H.M., Musah, M.B. (2012), Investigation of Malaysian higher education quality culture and work performance, Quality Assurance in Education, 20(3): 289-309.
4. Ambekar, S., Prakash, A., Patyal, V.S. (2019), Role of culture in low carbon supply chain capabilities, Journal of Manufacturing Technology Management, 30(1):146-179.
5. Berry, G. (1997), Leadership and the development of quality culture in schools, International Journal of Educational Management, 11(2): 52-64.
6. Bugdol, M. (2013), Kultura jakosci jako wyraz filozofii zarzadzania, in: T. Oleksyn (Ed.), Filozofia a zarzadzanie (213-242), Warszawa: Oficyna Wolters Kluwer Polska SA.
7. Corfield, A., Paton, R. (2016), Investigating knowledge management: can KM really change organisational culture?, Journal of Knowledge Management, 20(1): 88-106.
8. Cronemyr, P., Backstrom, A., Ronnback, A. (2017), Quality culture deployment – using behaviours to explain, diagnose and improve a quality culture, International Journal of Quality and Service Sciences, 9(3/4): 498-518.
9. Daneshmandnia, A. (2019), The influence of organizational culture on information governance effectiveness, Records Management Journal, 29(1/2): 18-41.
10. Ehlers, U.D. (2009), Understanding quality culture, Quality Assurance in Education, 17(4): 343-364.
11. Emond, B., Taylor, J.Z. (2018), The importance of measuring food safety and quality culture: results from a global training survey, Worldwide Hospitality and Tourism Themes, 10(3): 369-375.
12. Endara, Y.M., Ali, A.B., Ab Yajid, M.S. (2019), The influence of culture on service quality leading to customer satisfaction and moderation role of type of bank, Journal of Islamic Accounting and Business Research, 10 (1): 134-154.
13. Famiyeh, S., Asante-Darko, D., Kwarteng, A. (2018), Service quality, customer satisfaction, and loyalty in the banking sector: The moderating role of organizational culture, International Journal of Quality & Reliability Management, 35(8): 1546-1567.
14. Glinska-Newes, A. (2007), Kulturowe uwarunkowania zarzadzania wiedza w przedsiebiorstwie, Torun: Wydawnictwo Dom Organizatora.
15. Golebiowski, M. (2014), Elementy kultury jakosci w organizacji, Studia i Prace Wydzialu Nauk Ekonomicznych i Zarzadzania, 38(1): 33-42.
16. Gouda, S. K., Awasthy, P., Krishnan T. S., Sreedevi R., (2019), What does «green quality» really mean?, The TQM Journal, 31(1): 52-69.
17. Ingelsson, P., Backstrom, I., Snyder K. (2018), Strengthening quality culture in private sector and health care. What can we learn from applying soft measures?, Leadership in Health Services, 31(3): 276-292.
18. Juchnowicz, M. (2012), Zaangażowanie pracowników. Sposoby oceny i motywowania, Warszawa: Polskie Wydawnictwo Ekonomiczne.
19. Kaminska B., (2012), Rola kultury organizacyjnej w funkcjonowaniu wspólczesnych przedsiebiorstw, Przeglad Organizacji, 2: 11-15.
20. Kane, K., Taylor, J.Z., Teare, R. (2018), Reflections on the theme issue outcomes: Can the culture of safety and quality in organizations be measured and changed?, Worldwide Hospitality and Tourism Themes, 10(3): 391-396.
21. Karakasnaki, M., Psomas, E., Bouranta, N. (2019), The interrelationships among organizational culture and service quality under different levels of competitive intensity: An application in the shipping industry, International Journal of Quality and Service Sciences, https://doi.org/10.1108/IJQSS-10-2017-0096 (accessed 24 May 2019).
22. Kaul, A. (2019), Culture vs strategy: which to precede, which to align?, Journal of Strategy
23. and Management, 12(1): 116-136.
24. Kemenade, E., Hardjono, T.W. (2019), Twenty-first century Total Quality Management: the Emergence Paradigm, The TQM Journal, 31(2): 150-166.
25. Khan, B.A., Naeem, H. (2018), The impact of strategic quality orientation on innovation capabilities and sustainable business growth: Empirical evidence from the service sector of Pakistan, International Journal of Quality & Reliability Management, 35(8): 1568-1598.
26. Laforet, S. (2016), Effects of organisational culture on organisational innovation performance in family firms, Journal of Small Business and Enterprise Development, 23(2): 379-407.
27. Latusek, D. (2008), Rola kultury organizacyjnej w zarzadzaniu wiedza, in: D. Jemielniak, A.K. Koźminski (Ed.), Zarzadzanie wiedza. Podrecznik akademicki (161-191), Warszawa: Wydawnictwa Akademickie i Profesjonalne.
28. Lo, T.Y. (2002), Quality culture: a product of motivation within organization, Managerial Auditing Journal, 17(5): 272-276.
29. Lobo, R.S., Samaranayake, P., Laosirihongthong, T. (2018), Quality management capabilities of manufacturing industries in the Western Sydney region: Comparative analysis for quality improvement, International Journal of Quality & Reliability Management, 35(6): 1232-1252.
30. Manning, L. (2018), The value of food safety culture to the hospitality industry, Worldwide Hospitality and Tourism Themes, 10(3): 284-296.
31. Markowitsch, J. (2018), Is there such a thing as school quality culture? In search of conceptual clarity and empirical evidence, Quality Assurance in Education, 26(1): 25-43.
32. Molenda, M. (2012), Znaczenie wartosci organizacyjnych w rozwoju kultury jakosci, Zeszyty Naukowe Politechniki Slaskiej. Seria: Organizacja i Zarzadzanie, 63a(1891): 210-219.
33. Nong Ha, N.D., Ngoc Quang, B. (2014), Factors Influencing the Process of Developing Quality Culture at the University of Social Sciences and Humanities, Vietnam National University-Ho Chi Minh City, Asian Journal of Humanities and Social Sciences, 2(4): 1‑9.
34. Patyal, V.S., Koilakuntla, M. (2018), Impact of organizational culture on quality management practices: an empirical investigation, Benchmarking: An International Journal, 25(5): 1406-1428.
35. Pereira Paro, P.E., Gerolamo, M.C. (2017), Organizational culture for lean programs, Journal of Organizational Change Management, 30(4): 584-598.
36. Pietersen, Ch. (2017), Organizational culture: a foundational perspective, African Journal of Economics and Management Studies, 8(3): 262-273.
37. Sankowska, A. (2011), Wplyw zaufania na zarzadzanie przedsiebiorstwem. Perspektywa wewnatrzorganizacyjna, Warszawa: Difin.
38. Srinivasan, A., Kurey, B. (2014), Creating a Culture of Quality, Harvard Business Review, April: 1-8.
39. Sulkowski, L. (2013a), Funkcjonalistyczna wizja kultury organizacyjnej w zarzadzaniu – dominujacy paradygmat i jego krytyka, Problemy Zarzadzania, 11(4): 20-32.
40. Sulkowski, L. (2013b), Kultura jakosci w zarzadzaniu, czyli pomiedzy tożsamoscia a kultura organizacyjna, Przedsiebiorczosć i Zarzadzanie, XIV (8): 25-37.
41. Taylor, J.Z., Rostron, K.I. (2018), The development of a safety and quality culture assessment tool from a longitudinal, mixed-method research journey, Worldwide Hospitality and Tourism Themes, 10(3): 313-329.
42. Tenji, T., Foley, A. (2019), Testing the readiness of an organisational culture profile to a TQM implementation, The TQM Journal, 31(3): 400-416.
43. Tong, C. (2014), The Impact of Knowledge Sharing on the Relationship between Organizational culture and Job Satisfaction: The Perception of Information Communication and Technology (ICT) Practitioners in Hong Kong, International Journal of Human Resources Studies, 5(1): 19-28.
44. Troy, K., Schein, L. (1995), The quality culture: manufacturing versus services, Managing Service Quality, 5(3): 45-47.
45. Wu, S.J, Zhang, D., Schroeder, R.G. (2011), Customization of quality practices: the impact of quality culture, International Journal of Quality & Reliability Management, 28(3): 263-279.
46. Wu, S.J. (2014), The impact of quality culture on quality management practices and performance in Chinese manufacturing firms, International Journal of Quality & Reliability Management, 32(8): 799-814.
47. Wyrostek, M. (2012), Wplyw kultury organizacyjnej na jakosć pracy w przedsiebiorstwie, Rynek – Spoleczenstwo – Kultura, 2: 43-49.