The Moderating Role of Management Commitment on the Relationship between Kaizen and Competitive Advantage: Among Industrial Companies

ABSTRACT

Purpose: This article aims to examine the relevance of kaizen practices on competitive advantage in Sudanese manufacturing companies. Kaizen practices included 5S, and just in time (JIT). Cost reduction competitive advantage was selected. Theoretical framework: Based on the theory of resource-based view an intra-organizational focus and that performance is a result of firm-specific resources and capabilities. Based on this theory which indicates that successful firms will find their future competitiveness in the development of distinctive capabilities, which may often be intangible in nature. Design/methodology/approach: A survey questionnaire was used to collect data from ten manufacturing companies from different industry types. A total of 100 samples were distributed. Hierarchical regression analysis showed that kaizen practices collectively positively and significantly affected the organizations competitive advantage. Findings: Just in Time proved to be positively and significantly related to competitive advantage and it impede the effect of 5S which showed no significant relationship to competitive advantage. The moderating effect of management commitment was also examined. The results of the interaction terms showed that management commitment positively and significantly moderated the relationship between Just in Time and cost reduction, while it did not significantly moderate the relationship between 5S and cost reduction competitive advantage. Research Practical and Social Implications: This article contributes to the literature by examining the impact of kaizen practices on competitive advantage in committed management. Moreover, it will help in addressing the existing knowledge gap in the literature by exploring the moderating effect of management commitment on the relationship between kaizen and competitive advantage in manufacturing firms in Sudan. The Manager should look up to adopting the kaizen methodology and create corporate kaizen culture to ensure synergy between the various departments of the organization and seek to train the employees on different kaizen tools. Originality/value –exploring the individual impact of kaizen practices on cost reduction as organizations competitive advantage will be a valuable addition to the existing knowledge and provide a platform for further research which will be useful to academicians and scholars

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