The Moderating Effect of Kaizen Culture on the Relationship Between Innovation and Operational Performance

DOI

10.2991/aebmr.k.200626.003How to use a DOI?

Keywords

Kaizen culture, innovation, operational performance, Malaysian Manufacturing Companies (MMC)

Abstract

Kaizen culture and Innovation are key competitive factors deeply imbued into the organizational products and processes to achieve optimal operational performance sustainably. Literature suggested that manufacturing companies needing to differentiate themselves adopt a culture of continuous improvement (Kaizen). Kaizen culture in this paper enables a change process in a seamless manner supporting innovation to optimize operational performance. This study aims to support theory and practice. Firstly, this study findings can be applied to improve operational performance which is pivotal to business sustainability among Malaysian Manufacturing Companies (MMC). Secondly, it also contributes to extend the Socio-Technical Systems (STS) theory. Thirdly, this study has the potential contribution towards the society as resources are scarce and waste elimination is imperative. Lastly, this study may provide some understanding on why these companies are more successful in securing operational performance from innovation implementation than other seemingly similar companies.

Copyright

© 2020, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Kong Siew Mui
AU  - Rajendran Muthuveloo
PY  - 2020
DA  - 2020/06/29
TI  - The Moderating Effect of Kaizen Culture on the Relationship Between Innovation and Operational Performance
BT  - Proceedings of the 8th International Conference on Entrepreneurship and Business Management (ICEBM 2019) UNTAR
PB  - Atlantis Press
SP  - 12
EP  - 18
SN  - 2352-5428
UR  - https://doi.org/10.2991/aebmr.k.200626.003
DO  - 10.2991/aebmr.k.200626.003
ID  - Mui2020
ER  -