Operations Improvement Function and Organisational Adaptability of Petroleum Tank Farms in South-South, Nigeria ()
ABSTRACT
The
study examined the nexus between operations improvement function (dimensioned by
contingency planning, benchmarking and continuous improvement processes)
and organisational adaptability of Petroleum tank farms in South-South,
Nigeria. The contingency theory and the theory of routine dynamics underpinned the study, and positivism was
the underlying philosophy. The study adopted the cross-sectional survey through
the use of questionnaire. 820 middle and top-level managers constituted
the elements of the population, and the Krejcie & Morgan’s formula was used
to determine the sample size of 262 respondents. Structural Equation Modeling
was deployed to test the hypotheses at a 0.05 significance level. The results showed that contingency planning;
benchmarking and continuous improvement processes all have a significant positive relationship with
organisational adaptability of Petroleum tank farms in South-South, Nigeria.
The study concludes that Petroleum tank farms’ operations should focus on the adoption of contingency planning, benchmarking and
continuous improvement processes to enhance organisational adaptability.
Therefore, it is recommended that the management of Petroleum tank farms should put in
place mechanisms to advance continuous
improvement processes by allocating the necessary amount of resources, such as
energy, time and money, in order to promote the continuous development
of the continuous improvement systems. Furthermore, managers of Petroleum tank
farms should make better the adoption of contingency planning, ensuring that
there is as much necessary training and information for employees on how to act
during a crises situation, in order to evaluate
safety and prepare in advance for recovery from
disasters.
Share and Cite:
Bagshaw, K. and Okoisama, T. (2023) Operations Improvement Function and Organisational Adaptability of Petroleum Tank Farms in South-South, Nigeria.
American Journal of Operations Research,
13, 53-70. doi:
10.4236/ajor.2023.133004.
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