Abstract:

Purpose - The objective of this study is to investigate the effect of managing organizational change (MOC) on operational excellence (OPX) moderating by affective commitment to change (CTC).

Design/methodology/approach – This study utilizes causal studies as it attempt to ascertain the relationship between managing organizational change, employees’ commitment to change and operational excellence.

Findings – This conceptual paper develops a theoretical framewotk that incorporate the important of MOC factors for OPX. The paper organises the burgeoning MOC 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 MOC factors and are likely to contribute positively to the OPX of the organization only in situations where the employees’ committed to change in the MOC efforts.

Research limitations/implications – This study will be conducted in Malaysian Electrical and Electronics (E&E) industry. So this research 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 implications – Practical adoption of managing change will improve infrastructural decision areas of manufacturing strategy such as benchmarking, best practices, quality practices, HR policies, etc.

Originality/value – This study will be among the first few studies that examine the affective commitment to change in the operational excellence. This framework reflects a growing interest in extending operational management paradigms to emerging in developing country context, and therefore it contributes to extant knowledge.