Synergizing the integration practices for achieving internal integration

Nadeem Talib, Muhammad Aftab Alam, Gulfam Khan Khalid Baghoor

Research output: Contribution to journalArticlepeer-review


This study proposes a synergized model of internal integration and argues that unless integration practices are suitably aligned, they cannot fetch desired results. We examine the antecedents of internal integration in the Petroleum industry by focusing six precursors, i.e. job rotation, inter-departmental training, intra-organizational knowledge sharing, management commitment, supportive information technologies, and strategic consensus. A stratified sample comprising 234 managers from the petroleum firms operating in Pakistan participated in the study. Results indicate that, while individually these factors have significant effects on internal integration, jointly they exhibit trivial effects if not aligned. The proposed model is validated through covariance technique, and relevant methodological and theoretical extensions are discussed.

Original languageEnglish
Pages (from-to)388-401
Number of pages14
JournalPakistan Business Review
Issue number2
Publication statusPublished - Jul 2018


  • integration
  • job rotation
  • interdepartmental
  • knowledge sharing
  • strategic consensus


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