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.
|Number of pages||14|
|Journal||Pakistan Business Review|
|Publication status||Published - Jul 2018|
- job rotation
- knowledge sharing
- strategic consensus