Globalization and accelerating product life cycles require use of time‐based manufacturing practices (TBMP) accompanied by organizational integration. Evidence has suggested that cultural integrative beliefs (IB) influence the presence of TBMP but research has not investigated two alternative theory‐based views: TBMP influences the formation of integrative beliefs; and TBMP and integrative beliefs interact to enhance performance. The purpose of this paper is to investigate the relationship between espoused values, TBMP and performance.
The authors empirically re‐analyze work carried out in 2004 by Nahm et al., using structural equations modeling and factor scores regression.
Support is found for the competing model that implies IB is a consequent of TBMP rather than an antecedent. This new theoretical perspective is not reconciled via the interaction model.
The authors' re‐examination suggests TBMP and IB are mutually reinforcing, implying that resources can be devoted to simultaneously implementing TBMP and IB, rather than a time‐consuming sequential strategy.
The paper is the first to empirically test three perspectives on how organizational culture and operations management practices interrelate. Conventional conceptions of cultural beliefs' role are questioned and a new perspective is offered. Additionally, the FSR method gives a structured approach to latent variable interaction modeling.
