Operational Excellence and Change Management in Malaysia Context

Abstract

The objective of this paper is to provide the conceptual understanding on the effect of managing organizational change and affective commitment to change on operational excellence. This paper attempts to ascertain the relationship between managing organizational change, employees’ affective commitment to change and operational excellence. The literature review leads to the development of a conceptual framework that incorporate the influence of management of change to the operational excellence. The operational excellence literature shows on the many important elements as a framework itself. In addition, the paper organises the burgeoning management of change literature into six main elements: leadership style, manufacturing technology, human resource, organizational culture, organizational structure and operations strategy. Based on the literatured syntheses, the authors develop a linkage that the management of change factors and are likely to contribute positively to the operational excellence of the organization only in situations where the employees’ committed to change in the management of change efforts. This gaps in the literature also shows that there is a need for a study in the context of the Malaysian Electrical and Electronics (E&E) industry. This research explains that it cannot be used to represent the operational of others industry because the effect of managing organizational change to operational excellence could be different. The limitation suggest a gap for future research by validate others industry. Practical adoption of managing change will improve infrastructural decision areas of manufacturing strategy such as benchmarking, best practices, quality practices and HR policies. The originality in terms of the model to reflects a growing interest in extending operational management paradigms to emerging in developing country context, particularly on the knowledge on the insight of MOC and operational excellence.