Diagnosis and continuous improvement strategies to strengthen organizational resilience in agricultural companies
DOI:
https://doi.org/10.63728/riisds.v10i1.54Keywords:
Organizational culture, continuous improvement, productivity, organizational resilienceAbstract
The objective of this study is to analyze how continuous improvement practices impact organizational resilience in an agricultural company. A quantitative, non-experimental, and cross-sectional descriptive research design was applied. The instruments included a structured questionnaire administered to 40 employees and semi-structured interviews conducted with middle managers and executives. The data were analyzed using descriptive and correlational statistical techniques, complemented by an Ishikawa Diagram to identify and categorize root causes affecting the implementation of continuous improvement practices. The results highlight that the adoption of these practices varies by department, being more robust in administrative areas than in maintenance, indicating the need for a tailored approach to optimize adoption across the organization. Key challenges identified include resistance to change and a lack of financial and material resources, while the benefits include improved operational efficiency and higher customer satisfaction. Based on these findings, a model of organizational culture was designed that integrates continuous improvement practices, training, and interdepartmental collaboration to enhance resilience and competitiveness. This study concludes that the strategic adoption of continuous improvement practices in agricultural companies not only optimizes processes but also builds a resilient foundation that enhances long-term operational sustainability against economic and environmental challenges.
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