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Lincoln Electric: Case Study

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Lincoln Electric: Case Study
Lincoln Electric: Case Study

Lincoln Electric is one of the leading producers and manufacturers of Arc Welding Products and Electric Motors. Lincoln Electric’s success lies on the foundation of the various company policies introduced by James Lincoln. This case study analyzed the critical points on which the success of Lincoln Electric’s has its foundations.

Company’s Basic Principle

Lincoln Electric’s foundations are based on values of trust, overt nature to management, self reliance, righteousness, commitment, answerability and inter-collaboration. These beliefs and moral code formed a powerful base of Lincoln’s culture and management regularly providing the rewards to deserving employees. Pride of workmanship and feelings of involvement and contribution are intrinsic awards that flourish at Lincoln electrics. Company always update their employees about the company’s functioning and financial achievements which encourage the hard work in employees. James Lincoln firmly believed that customers are valuable assets of company. Company’s primary goal should be in the interests of customers. Researchers (Kanji 2010) have made theoretical models relating the Customer Satisfaction with growth in business. Kanji introduces customer satisfaction as critical factor for the model he presented. Other benefits which are included in Customer Satisfaction is Company’s Efficient Advertising and its Human Capital Performances (Luo 2007). Luo and Homburg (2007) findings indicate that company’s human resource managers should show strong interests in customer satisfaction which will lead to boosting of company business and profits. Rachel et. al. (2008) also provided profound evidence to the relationship of customer satisfaction and profitability. James Lincoln beliefs came out to be true with his belief in giving priorities to his customers instead of employees and shareholders. He said shareholders own his company’s stock because they believe it is profitable to invest



References: Anthony, R & Govindarajan, V., 2007. Management Control Systems, Chicago, Mc-Graw-Hill IRWIN. Bonner S.E., & Sprinkle G.B., (2002). The effects of monetary incentives on effort and task performance: Theories, evidence, and a framework of research Dhillon U.S., & Ramirez G.G., (1994). Employee stock ownership and corporate control: An empirical study Kanji, G. K. & Wallace, W. ,(2010). Business excellence through customer satisfaction. Total Quality Management, 11(7), 979-998. Klein, G.D., (2012). Creating cultures that lead to success: Lincoln electric, southwest airlines, and SAS institute Koveneck D., Sparks R., (1990) An implicit contract approach to employee stock ownership plans Luo, X. , Homburg, C. ,(2007) Neglected outcomes of customer satisfaction. Journal of Marketing, 71(2), 133-149. Chen T.K., Chen Y.S. & Liao H.H.,(2011) Labor unions, bargaining power and corporate bond yield spreads: Structural credit model perspectives Finance, 35(8), 2084-2098. O’Connor N.G., Vera-Munoz S.C. & Chan F. (2011),Competitive forces and the importance of management control systems in emerging-economy firms: The moderating effect of Rachel W.Y.Y., Yeung A.C.L., & Cheng T.C.E. (2008). The impact of employee satisfaction quality and profitability in high-Contact service industries Sawyer G.C., (1978), Innovation in organization. Long range Planning. 11(6) 53-57. Scitovszky T.D. ,(1943) A note on profit maximisation and its implications. The review of Economic Studies, 11(2), 57-60

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