공급사슬 내에서 품질지향적 기업문화가 지속가능경영성과에 미치는 영향에 관한 실증연구
An Empirical Study on the Impact of Quality Oriented Corporate Culture on Sustainability Management Performances
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Purpose - Environmental issues, climatic changes, and greenhousegases are problems to be solved at a global level. Withan increased emphasis on the environmental and social responsibilityof the management of companies, the manner in whichcompanies approach quality-oriented culture and their individualsustainability management are being discussed as truly importantissues to help them secure their competitiveness andgrowth strategies. This study proposes strategic directions tohelp manufacturers not only in expanding their competitive quality-oriented company culture but also in strengthening their sustainabilitymanagement abilities. This study conducts a literaturereview and empirical research to examine how significantly thevariables of a quality-oriented company culture, customer-centeredmanagement, and process-centered and supply chainmanagement-centered cooperation affect sustainability managementperformance in relation to economic profitability, environmentalintegrity, and social responsibility. Research design, data, and methodology - To verify researchmodels and hypotheses, the study examined 170 companies usinga questionnaire survey conducted over six weeks, and involvedthe performance of data analysis on 146 samples. Questionnaire responses were calibrated based on a Likertscale. The study used the Smart PLS 2.0 program designed forPLS (partial least squares), an analysis instrument of SEM(structural equation modeling). The study then verified empiricalresearch hypotheses working on reliability analysis, validity analysis,factorial analysis, and path analysis.Results - Among the nine hypotheses, four are accepted andthe rest are rejected. A quality-oriented company culture focusingon customer-centered management significantly influencedthe maintainability management performance of environmental integrityand social responsibility, while economic profitability wasdismissed. A process-focused quality-oriented company culturewas significantly concerned with economic profitability but notwith environmental integrity or social responsibility. A supply-chain cooperative company culture had a significant effect oneconomic profitability but not on environmental integrity or socialresponsibility. Conclusion - This study proposes strategic directions to helpmanufacturers expand their competitive quality-oriented companyculture as well as strengthen abilities with sustainabilitymanagement. It conducts a literature review and empirical researchto examine how significantly the variables of quality-orientedcompany culture, customer-centered management, andprocess-centered and supply chain management-centered cooperationaffect sustainability management performance in relationto economic profitability, environmental integrity, and socialresponsibility. There are two main conclusions. First, companiesshould consider the need for social responsibility managementand environmental transparent management-focused maintainabilitymanagement as avenues to create new markets andbusiness, thereby helping the companies secure a reputation forhaving a customer and process-centered quality-oriented companyculture by creating shared values between supply chainsand enabling win-win situations through cooperation. Second, weare marching towards a creative win-win era from a society ofconflicts and ruptures. Companies should understand that socialresponsibility management and supply chain management(SCM)-focused cooperation are the foundations of sustainabledevelopment, as they try to improve their culture while pursuingboth win-win relationships with interested parties and equity invarious conflictive relations.
Abstract
Purpose - Environmental issues, climatic changes, and greenhousegases are problems to be solved at a global level. Withan increased emphasis on the environmental and social responsibilityof the management of companies, the manner in whichcompanies approach quality-oriented culture and their individualsustainability management are being discussed as truly importantissues to help them secure their competitiveness andgrowth strategies. This study proposes strategic directions tohelp manufacturers not only in expanding their competitive quality-oriented company culture but also in strengthening their sustainabilitymanagement abilities. This study conducts a literaturereview and empirical research to examine how significantly thevariables of a quality-oriented company culture, customer-centeredmanagement, and process-centered and supply chainmanagement-centered cooperation affect sustainability managementperformance in relation to economic profitability, environmentalintegrity, and social responsibility. Research design, data, and methodology - To verify researchmodels and hypotheses, the study examined 170 companies usinga questionnaire survey conducted over six weeks, and involvedthe performance of data analysis on 146 samples. Questionnaire responses were calibrated based on a Likertscale. The study used the Smart PLS 2.0 program designed forPLS (partial least squares), an analysis instrument of SEM(structural equation modeling). The study then verified empiricalresearch hypotheses working on reliability analysis, validity analysis,factorial analysis, and path analysis.Results - Among the nine hypotheses, four are accepted andthe rest are rejected. A quality-oriented company culture focusingon customer-centered management significantly influencedthe maintainability management performance of environmental integrityand social responsibility, while economic profitability wasdismissed. A process-focused quality-oriented company culturewas significantly concerned with economic profitability but notwith environmental integrity or social responsibility. A supply-chain cooperative company culture had a significant effect oneconomic profitability but not on environmental integrity or socialresponsibility. Conclusion - This study proposes strategic directions to helpmanufacturers expand their competitive quality-oriented companyculture as well as strengthen abilities with sustainabilitymanagement. It conducts a literature review and empirical researchto examine how significantly the variables of quality-orientedcompany culture, customer-centered management, andprocess-centered and supply chain management-centered cooperationaffect sustainability management performance in relationto economic profitability, environmental integrity, and socialresponsibility. There are two main conclusions. First, companiesshould consider the need for social responsibility managementand environmental transparent management-focused maintainabilitymanagement as avenues to create new markets andbusiness, thereby helping the companies secure a reputation forhaving a customer and process-centered quality-oriented companyculture by creating shared values between supply chainsand enabling win-win situations through cooperation. Second, weare marching towards a creative win-win era from a society ofconflicts and ruptures. Companies should understand that socialresponsibility management and supply chain management(SCM)-focused cooperation are the foundations of sustainabledevelopment, as they try to improve their culture while pursuingboth win-win relationships with interested parties and equity invarious conflictive relations.
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