The objective of this paper is to provide the conceptual understanding on the effect of managing\r\norganizational change and affective commitment to change on operational excellence. This paper\r\nattempts to ascertain the relationship between managing organizational change, employees�\r\naffective commitment to change and operational excellence. The literature review leads to the\r\ndevelopment of a conceptual framework that incorporate the influence of management of change\r\nto the operational excellence. The operational excellence literature shows on the many important\r\nelements as a framework itself. In addition, the paper organises the burgeoning management of\r\nchange literature into six main elements: leadership style, manufacturing technology, human\r\nresource, organizational culture, organizational structure and operations strategy. Based on the\r\nliteratured syntheses, the authors develop a linkage that the management of change factors and\r\nare likely to contribute positively to the operational excellence of the organization only in\r\nsituations where the employees� committed to change in the management of change efforts. This\r\ngaps in the literature also shows that there is a need for a study in the context of the Malaysian\r\nElectrical and Electronics (E&E) industry. This research explains that it cannot be used to\r\nrepresent the operational of others industry because the effect of managing organizational change\r\nto operational excellence could be different. The limitation suggest a gap for future research by\r\nvalidate others industry. Practical adoption of managing change will improve infrastructural\r\ndecision areas of manufacturing strategy such as benchmarking, best practices, quality practices\r\nand HR policies. The originality in terms of the model to reflects a growing interest in extending\r\noperational management paradigms to emerging in developing country context, particularly on\r\nthe knowledge on the insight of MOC and operational excellence.
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