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This paper investigates how a firm’s organizational culture profile (configuration of organizational culture types) influences the effectiveness of operations management (OM) practices in improving their targeted outcomes.

We developed alternative hypotheses based on contingency and paradox perspectives to predict the effectiveness of OM practices in dominant (one prevalent organizational culture type) vs eclectic (opposing organizational culture types at a similar level) organizational culture profiles. They were tested using data from over 7,000 respondents across 330 manufacturing plants in 15 countries.

Consistent with contingency theory, OM practices oriented toward innovation are more efficacious in plants with an adhocracy-dominant organizational culture profile and practices targeting supply chain (SC) control are less effective in a clan-dominant organizational culture profile. Consistent with paradox theory, OM practices oriented toward efficiency or SC control are more effective in plants with an eclectic organizational culture profile.

This study offers relevant practical implications regarding the effectiveness of various OM practices, whether they are used in an aligned dominant organizational culture profile or in an eclectic organizational culture profile.

Previous research on organizational culture provides a limited understanding of the effectiveness of OM practices in the presence of strategic tensions, such as opposing organizational cultures or opposing targeted outcomes. This research concludes that the validity of the contingency or paradox perspective depends on strategic tensions faced, with important implications for research and practice.

The purpose of this paper is to contribute to the debate on blockchain (BC) adoption for preventing counterfeiting by investigating BC systems where different options for BC feeding and reading complement the use of BC technology. By grounding on the situational crime prevention, this study analyses how BC systems can be designed to effectively prevent counterfeiting.

This is a multiple-case study of five Italian wine companies using BC to prevent counterfeiting.

This study finds that the desired level of upstream/downstream counterfeiting protection that a brand owner intends to guarantee to customers through BC is the key driver to consider in the design of BC systems. The study identifies which variables are relevant to the design of feeding and reading processes and explains how such variables can be modulated in accordance with the desired level of counterfeiting protection.

The cases investigated are Italian companies within the wine sector, and the BC projects analysed are in the pilot phase.

The study provides practical suggestions to address the design of BC systems by identifying a set of key variables and explaining how to properly modulate them to face upstream/downstream counterfeiting.

This research applies a new perspective based on the situational crime prevention approach in studying how companies can design BC systems to effectively prevent counterfeiting. It explains how feeding and reading process options can be configured in BC systems to assure different degrees of counterfeiting protection.