Operational Excellence Programs influence on Organizational Culture Change: a conceptual model proposal

Purpose – Operational Excellence Models are valid tools in the pursuit of improvement and competitive advantage. But as any other tools, they do not implement themselves, but rather are used by people in order to promote organizational changes. Thus, the understating of these models is highly impacted by the culture established in an organization. This relationship drove focus of research focus to an approach of single adaption for successful implementation, but left unanswered the question of how can organizations promote
an enduring capacity to change.
Approach – After a first draft of the conceptual model was conceived based in a literature review identifying the elements, enablers and characteristics of the different concepts, this paper advances to its critical assessment and re-design, adding new perspectives and further inputs to the discussion, searching for a better fit to reality.
Findings – A new version of the conceptual model is conceived, supported in a broader literature review featuring the existing relationships between concepts and in the promotion of discussion over the model, allowing a more comprehensive, practical and structured view of the cultural change process and eliminating misleading hypothesis in the path towards the creation of an enduring capacity to change and meet the requirements of the unstable business environments.
Originality– Development of a conceptual model to cover for the lack of an enduring capacity to react to change, promoting understanding on how can adaptability be sought trough the implementation of an adaptable Culture of Excellence.

Ver artigo

Organization Culture, Organizational Agility, Operational Excellence, Excellence Models