Pub Date : 2021-11-26DOI: 10.1108/ijopm-06-2021-0408
Pär Åhlström, P. Danese, P. Hines, Torbjørn H. Netland, D. Powell, Rachna Shah, M. Thürer, Desirée H. van Dun
PurposeLean remains popular in a wide range of private and public sectors and continues to attract a significant amount of research. However, most of this research is not grounded in theory. This paper presents and discusses different expert viewpoints on the role of theory in lean research and practice and provides guidelines for future research.Design/methodology/approachSeven experienced lean authors independently provide their views to the question “is Lean a theory?” before Rachna Shah summarizes the viewpoints and provides a holistic outlook for lean research.FindingsAuthors agree, disagree and sometimes agree to disagree. However, a close look reveals agreement on several key points. The paper concludes that Lean is not a theory but has plenty of theoretical underpinnings. Many lean-related theories provide promising opportunities for future research.Originality/valueAs researchers, we are asked to justify our research drawing on “theory,” but what does that mean for a practice-driven phenomenon such as lean? This paper provides answers and directions for future research.
{"title":"Is lean a theory? Viewpoints and outlook","authors":"Pär Åhlström, P. Danese, P. Hines, Torbjørn H. Netland, D. Powell, Rachna Shah, M. Thürer, Desirée H. van Dun","doi":"10.1108/ijopm-06-2021-0408","DOIUrl":"https://doi.org/10.1108/ijopm-06-2021-0408","url":null,"abstract":"PurposeLean remains popular in a wide range of private and public sectors and continues to attract a significant amount of research. However, most of this research is not grounded in theory. This paper presents and discusses different expert viewpoints on the role of theory in lean research and practice and provides guidelines for future research.Design/methodology/approachSeven experienced lean authors independently provide their views to the question “is Lean a theory?” before Rachna Shah summarizes the viewpoints and provides a holistic outlook for lean research.FindingsAuthors agree, disagree and sometimes agree to disagree. However, a close look reveals agreement on several key points. The paper concludes that Lean is not a theory but has plenty of theoretical underpinnings. Many lean-related theories provide promising opportunities for future research.Originality/valueAs researchers, we are asked to justify our research drawing on “theory,” but what does that mean for a practice-driven phenomenon such as lean? This paper provides answers and directions for future research.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41321830","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-23DOI: 10.1108/ijopm-04-2021-0247
Adelina Gnanlet, Luv Sharma, C. McDermott, Muge Yayla-Kullu
PurposeAs a way of alleviating nursing workforce shortages, health care managers are employing two types of workforce flexibility: supplemental staffing and floating among units. In this paper, the authors investigate the moderating effects of two critical situational variables – namely, job-level workload and severity of illness (SOI) in a given unit – on the relationship between workforce flexibility and quality of care as assessed by the nurses at the unit-level.Design/methodology/approachThe authors empirically test the relationship between a unit's floating of nurses and the use of supplemental workforce on the quality of patient care and the moderating role of patient SOI and job-level workload on this relationship using 357 hospital-unit observations.FindingsThe authors find that situational variables play a critical role in flexible staffing strategies and they should be accounted for carefully to obtain the best quality of care outcomes. The authors find that the well-known negative effect of supplemental staffing on quality of care is not universal and appears to be moderated by the situational factors studied in this paper.Practical implicationsFor best outcomes, staffing manager who oversee multiple units should use supplemental staff on units that have lower job-level workload and on units that have high severity of illness. The authors also find that managers of units with patients who are less-severely ill should encourage nurses to float out and return to their home unit. This strategy will improve quality of patient care in the home unit.Originality/valueWhile some research analyzes the direct link between flexibility and quality performance, how this relationship is affected by varying situational factors within a unit has not been studied so far.
{"title":"Impact of workforce flexibility on quality of care: moderating effects of workload and severity of illness","authors":"Adelina Gnanlet, Luv Sharma, C. McDermott, Muge Yayla-Kullu","doi":"10.1108/ijopm-04-2021-0247","DOIUrl":"https://doi.org/10.1108/ijopm-04-2021-0247","url":null,"abstract":"PurposeAs a way of alleviating nursing workforce shortages, health care managers are employing two types of workforce flexibility: supplemental staffing and floating among units. In this paper, the authors investigate the moderating effects of two critical situational variables – namely, job-level workload and severity of illness (SOI) in a given unit – on the relationship between workforce flexibility and quality of care as assessed by the nurses at the unit-level.Design/methodology/approachThe authors empirically test the relationship between a unit's floating of nurses and the use of supplemental workforce on the quality of patient care and the moderating role of patient SOI and job-level workload on this relationship using 357 hospital-unit observations.FindingsThe authors find that situational variables play a critical role in flexible staffing strategies and they should be accounted for carefully to obtain the best quality of care outcomes. The authors find that the well-known negative effect of supplemental staffing on quality of care is not universal and appears to be moderated by the situational factors studied in this paper.Practical implicationsFor best outcomes, staffing manager who oversee multiple units should use supplemental staff on units that have lower job-level workload and on units that have high severity of illness. The authors also find that managers of units with patients who are less-severely ill should encourage nurses to float out and return to their home unit. This strategy will improve quality of patient care in the home unit.Originality/valueWhile some research analyzes the direct link between flexibility and quality performance, how this relationship is affected by varying situational factors within a unit has not been studied so far.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42835871","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-18DOI: 10.1108/ijopm-02-2021-0122
Fabian Nevries, Carl Marcus Wallenburg
PurposeThe study aims to develop an organizational culture typology and explore how different logistics service provider (LSP) and customer archetypes interact to generate performance improvements in logistics outsourcing relationships.Design/methodology/approachA multiple case study approach with 12 dyads was employed. Interviews as well as public and internal data from LSPs and customers were analyzed.FindingsThe results reveal four archetypes each for LSPs and customers, characterized by two dimensions: “activeness” and “openness”. Furthermore, analyzing the interaction among the archetypes, three relationship patterns are identified (“static”, “restrained”, and “progressive”) that differ in the exploratory and exploitative improvement outcomes.Research limitations/implicationsThe study contributes to theory development at the intersection of organizational culture and logistics outsourcing.Originality/valueThe study provides a typology of organizational culture in logistics outsourcing and how different archetypes interact to generate improvements.
{"title":"Performance improvements in logistics outsourcing relationships: the role of LSP and customer organizational culture archetypes","authors":"Fabian Nevries, Carl Marcus Wallenburg","doi":"10.1108/ijopm-02-2021-0122","DOIUrl":"https://doi.org/10.1108/ijopm-02-2021-0122","url":null,"abstract":"PurposeThe study aims to develop an organizational culture typology and explore how different logistics service provider (LSP) and customer archetypes interact to generate performance improvements in logistics outsourcing relationships.Design/methodology/approachA multiple case study approach with 12 dyads was employed. Interviews as well as public and internal data from LSPs and customers were analyzed.FindingsThe results reveal four archetypes each for LSPs and customers, characterized by two dimensions: “activeness” and “openness”. Furthermore, analyzing the interaction among the archetypes, three relationship patterns are identified (“static”, “restrained”, and “progressive”) that differ in the exploratory and exploitative improvement outcomes.Research limitations/implicationsThe study contributes to theory development at the intersection of organizational culture and logistics outsourcing.Originality/valueThe study provides a typology of organizational culture in logistics outsourcing and how different archetypes interact to generate improvements.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42734508","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-01DOI: 10.1108/ijopm-06-2021-0381
Harri Lorentz, Sini Laari, J. Meehan, Michael Eßig, M. Henke
PurposeIn the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at the supply management subunit level (e.g. category of items). Drawing on the attention-based view of the firm, the authors model the attentional antecedents of supply resilience as (1) attentional perspectives and (2) attentional selection. Attentional perspectives focus on either supply risk sources or supply network recoverability, and both are hypothesised to have a direct positive association with supply resilience. Attentional selection is top down or bottom up when it comes to disruption detection, and these are hypothesised to moderate the association between disruption risk management perspectives and resilience.Design/methodology/approachConducted at the early phases of the COVID-19 pandemic, this study employs a hierarchical regression analysis on a multicountry survey of 190 procurement professionals, each responding from the perspective of their own subunit area of supply responsibility.FindingsBoth attentional disruption risk management perspectives are needed to achieve supply resilience, and neither is superior in terms of achieving supply resilience. Both the efficiency of the top down and exposure to the unexpected with the bottom up are needed – to a balanced degree – for improved supply resilience.Practical implicationsThe results encourage firms to purposefully develop their supply risk management practices, first, to include both perspectives and, second, to avoid biases in attentional selection for disruption detection. Ensuring a more balanced approach may allow firms to improve their supply resilience.Originality/valueThe results contribute to the understanding of the microfoundations that underpin firms' operational capabilities for supply risk and disruption management and possible attentional biases.
{"title":"An attention-based view of supply disruption risk management: balancing biased attentional processing for improved resilience in the COVID-19 context","authors":"Harri Lorentz, Sini Laari, J. Meehan, Michael Eßig, M. Henke","doi":"10.1108/ijopm-06-2021-0381","DOIUrl":"https://doi.org/10.1108/ijopm-06-2021-0381","url":null,"abstract":"PurposeIn the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at the supply management subunit level (e.g. category of items). Drawing on the attention-based view of the firm, the authors model the attentional antecedents of supply resilience as (1) attentional perspectives and (2) attentional selection. Attentional perspectives focus on either supply risk sources or supply network recoverability, and both are hypothesised to have a direct positive association with supply resilience. Attentional selection is top down or bottom up when it comes to disruption detection, and these are hypothesised to moderate the association between disruption risk management perspectives and resilience.Design/methodology/approachConducted at the early phases of the COVID-19 pandemic, this study employs a hierarchical regression analysis on a multicountry survey of 190 procurement professionals, each responding from the perspective of their own subunit area of supply responsibility.FindingsBoth attentional disruption risk management perspectives are needed to achieve supply resilience, and neither is superior in terms of achieving supply resilience. Both the efficiency of the top down and exposure to the unexpected with the bottom up are needed – to a balanced degree – for improved supply resilience.Practical implicationsThe results encourage firms to purposefully develop their supply risk management practices, first, to include both perspectives and, second, to avoid biases in attentional selection for disruption detection. Ensuring a more balanced approach may allow firms to improve their supply resilience.Originality/valueThe results contribute to the understanding of the microfoundations that underpin firms' operational capabilities for supply risk and disruption management and possible attentional biases.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62770026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-29DOI: 10.1108/ijopm-02-2021-0081
Andrea Bellisario, A. Pavlov, Martijn Pieter van der Steen
PurposeThis paper aims to address an important theoretical shortcoming in the conceptualization of internal alignment by investigating the cognitive processes involved in aligning operations with strategy and the role of performance measurement (PM) in sustaining these processes.Design/methodology/approachA theory-building study investigates the process of using PM to drive the implementation of a new strategy in a large beer manufacturer in Italy. The study uses a sensemaking perspective to theorize the findings. Data were collected through semi-structured interviews, field observations and company documents.FindingsThis study develops a theoretical model suggesting that establishing and maintaining internal alignment occurs through seeking, assembling, adjusting and finalizing the meaning of how strategic priorities inform local action. PM plays a central role in this process by providing interpretive support.Research limitations/implicationsThis article advances a cognition-centred view of internal alignment that complements the behavioural aspect of the phenomenon emphasized in prior literature.Practical implicationsUsing PM for aligning operations with strategy is a complex and iterative process that requires time and effort and generates temporary stability. Managers may need to complement traditional approaches to alignment with providing space for sensemaking.Originality/valueThe paper proposes a view of internal alignment as an ongoing interpretive process that is sustained by PM. This process brings about the consistency of meanings that generates strategy-consistent behaviours.
{"title":"The role of performance measurement in aligning operations with strategy: sustaining cognitive processes of internal alignment","authors":"Andrea Bellisario, A. Pavlov, Martijn Pieter van der Steen","doi":"10.1108/ijopm-02-2021-0081","DOIUrl":"https://doi.org/10.1108/ijopm-02-2021-0081","url":null,"abstract":"PurposeThis paper aims to address an important theoretical shortcoming in the conceptualization of internal alignment by investigating the cognitive processes involved in aligning operations with strategy and the role of performance measurement (PM) in sustaining these processes.Design/methodology/approachA theory-building study investigates the process of using PM to drive the implementation of a new strategy in a large beer manufacturer in Italy. The study uses a sensemaking perspective to theorize the findings. Data were collected through semi-structured interviews, field observations and company documents.FindingsThis study develops a theoretical model suggesting that establishing and maintaining internal alignment occurs through seeking, assembling, adjusting and finalizing the meaning of how strategic priorities inform local action. PM plays a central role in this process by providing interpretive support.Research limitations/implicationsThis article advances a cognition-centred view of internal alignment that complements the behavioural aspect of the phenomenon emphasized in prior literature.Practical implicationsUsing PM for aligning operations with strategy is a complex and iterative process that requires time and effort and generates temporary stability. Managers may need to complement traditional approaches to alignment with providing space for sensemaking.Originality/valueThe paper proposes a view of internal alignment as an ongoing interpretive process that is sustained by PM. This process brings about the consistency of meanings that generates strategy-consistent behaviours.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41551904","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-26DOI: 10.1108/ijopm-08-2021-0502
E. Bendoly, Daniel G. Bachrach, Terry L. Esper, Christian C. Blanco, J. Iversen, Yong Yin
PurposeTop-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.Design/methodology/approachIn study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.FindingsResults show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.Research limitations/implicationsWhile the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.Practical implicationsThe associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.Social implicationsThe study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.Originality/valueThis work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.
{"title":"Operations in the upper echelons: leading sustainability through stewardship","authors":"E. Bendoly, Daniel G. Bachrach, Terry L. Esper, Christian C. Blanco, J. Iversen, Yong Yin","doi":"10.1108/ijopm-08-2021-0502","DOIUrl":"https://doi.org/10.1108/ijopm-08-2021-0502","url":null,"abstract":"PurposeTop-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.Design/methodology/approachIn study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.FindingsResults show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.Research limitations/implicationsWhile the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.Practical implicationsThe associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.Social implicationsThe study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.Originality/valueThis work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43656240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-15DOI: 10.1108/ijopm-05-2021-0317
Pietro Micheli, Gurpreet Muctor
PurposePerformance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly static and deterministic and therefore inappropriate for emergent and dynamic contexts, such as those that characterize business ecosystems.The study aims to address the roles of organizational PMM practices in the development and implementation of business ecosystem strategies.Design/methodology/approachThe authors carried out a qualitative, longitudinal study during 2016–2020 at a Japanese multinational technology corporation attempting to create an ecosystem strategy to expand its market and diversify its offering. The authors collected interview, observation and archival data, spanning the period from framing the initial strategy to establishing the ecosystem.FindingsThe process of developing and implementing the ecosystem strategy was emergent and highly iterative, rather than planned and linear, eventually requiring key decision-makers in the company to challenge some of their deeply held assumptions. PMM practices first acted as barriers to ecosystem development by promoting an excessive focus on revenue generation. Once modified, PMM helped capture, convey and reassess the ecosystem strategy. Performance targets, indicators and strategy maps were not just data gathering and reporting mechanisms but key means to express competing perspectives.Practical implicationsWhen developing an ecosystem strategy, managers should adopt a participatory and iterative approach, reviewing the complementary effects of various PMM tools at different points in time.Originality/valueThe study is among the first to provide an in-depth account of ecosystem strategy creation and implementation and to identify the diverse roles and effects of PMM practices in dynamic and complex contexts.
{"title":"The roles of performance measurement and management in the development and implementation of business ecosystem strategies","authors":"Pietro Micheli, Gurpreet Muctor","doi":"10.1108/ijopm-05-2021-0317","DOIUrl":"https://doi.org/10.1108/ijopm-05-2021-0317","url":null,"abstract":"PurposePerformance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly static and deterministic and therefore inappropriate for emergent and dynamic contexts, such as those that characterize business ecosystems.The study aims to address the roles of organizational PMM practices in the development and implementation of business ecosystem strategies.Design/methodology/approachThe authors carried out a qualitative, longitudinal study during 2016–2020 at a Japanese multinational technology corporation attempting to create an ecosystem strategy to expand its market and diversify its offering. The authors collected interview, observation and archival data, spanning the period from framing the initial strategy to establishing the ecosystem.FindingsThe process of developing and implementing the ecosystem strategy was emergent and highly iterative, rather than planned and linear, eventually requiring key decision-makers in the company to challenge some of their deeply held assumptions. PMM practices first acted as barriers to ecosystem development by promoting an excessive focus on revenue generation. Once modified, PMM helped capture, convey and reassess the ecosystem strategy. Performance targets, indicators and strategy maps were not just data gathering and reporting mechanisms but key means to express competing perspectives.Practical implicationsWhen developing an ecosystem strategy, managers should adopt a participatory and iterative approach, reviewing the complementary effects of various PMM tools at different points in time.Originality/valueThe study is among the first to provide an in-depth account of ecosystem strategy creation and implementation and to identify the diverse roles and effects of PMM practices in dynamic and complex contexts.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45877448","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-15DOI: 10.1108/ijopm-05-2021-0350
Yuan Huang, D. Eyers, M. Stevenson, M. Thürer
PurposeThe study aims to examine a discrepant industrial case that demonstrates how to achieve economies of scale with additive manufacturing (AM), thereby expanding the scope of AM beyond high-variety, customised production contexts.Design/methodology/approachAbductive reasoning is applied to analyse a case of using AM to compete with conventional production, winning a contract to supply 7,700,000 products. Comparing this case to existing theories and contemporary practices reveals new research directions and practical insights.FindingsEconomies of scale were realised through a combination of technological innovation and the adoption of operations management practices atypical of AM shops (e.g. design for volume, low-cost resource deployment and material flow optimisation). The former improved AM process parameters in terms of time, cost and dependability; the latter improved the entire manufacturing system, including non-AM operations/resources. This system-wide improvement has been largely overlooked in the literature, where AM is typically viewed as a disruptive technology that simplifies manufacturing processes and shortens supply chains.Originality/valueIt is empirically shown that an AM shop can achieve economies of scale and compete with conventional manufacturing in high-volume, standardised production contexts.
{"title":"Breaking the mould: achieving high-volume production output with additive manufacturing","authors":"Yuan Huang, D. Eyers, M. Stevenson, M. Thürer","doi":"10.1108/ijopm-05-2021-0350","DOIUrl":"https://doi.org/10.1108/ijopm-05-2021-0350","url":null,"abstract":"PurposeThe study aims to examine a discrepant industrial case that demonstrates how to achieve economies of scale with additive manufacturing (AM), thereby expanding the scope of AM beyond high-variety, customised production contexts.Design/methodology/approachAbductive reasoning is applied to analyse a case of using AM to compete with conventional production, winning a contract to supply 7,700,000 products. Comparing this case to existing theories and contemporary practices reveals new research directions and practical insights.FindingsEconomies of scale were realised through a combination of technological innovation and the adoption of operations management practices atypical of AM shops (e.g. design for volume, low-cost resource deployment and material flow optimisation). The former improved AM process parameters in terms of time, cost and dependability; the latter improved the entire manufacturing system, including non-AM operations/resources. This system-wide improvement has been largely overlooked in the literature, where AM is typically viewed as a disruptive technology that simplifies manufacturing processes and shortens supply chains.Originality/valueIt is empirically shown that an AM shop can achieve economies of scale and compete with conventional manufacturing in high-volume, standardised production contexts.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48718181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-12DOI: 10.1108/ijopm-09-2021-904
S. Fosso Wamba, M. Queiroz, Samuel Roscoe, W. Phillips, Dharm Kapletia, A. Azadegan
1. The role of emerging technologies in emergency situations The world is witnessing an unprecedented upheaval in global operations and supply chains (Azadegan and Dooley, 2021; Scholten et al., 2020). Increasingly occurring natural disasters and the COVID-19 pandemic have plunged organisations into a state of emergency, with many fighting for their very survival (Ivanov, 2020; Queiroz et al., 2020; Schleper et al., 2021). Be they large or small, short-lived or sustaining for some time, emergency situations present a potential risk to an individual’s health and livelihood, organisational and societal welfare and to thewider environment (van deWalle andTuroff, 2008; Sarkis, 2021). Emergency situations typically require urgent action to restore operations to the previous scenario or new strategies for survivability and adaptation to an entirely new context (Ivanov and Dolgui, 2020b; O’Flynn, 2020). Due to the scale and immediacy of these events, a range of actors is often involved, including governments, non-governmental organisations and businesses that need to work together to mitigate threats to life and property. To find a way out of today’s emergency situations, managers urgently require guidance on how to rapidly redeploy operational resources and build resilience (Ivanov and Dolgui, 2021; Remko, 2020). Emerging technologies such as those related to Industry 4.0 are well-positioned to help organisations rebuild and reconfigure their resilience capabilities (Koh et al., 2019; Spieske and Birkel, 2021). Recent scholarly work on emerging technologies has deepened our understanding of Industry 4.0 in a supply-chain context, including research on blockchain (Wamba and Queiroz, 2020), artificial intelligence (AI) (Dwivedi et al., 2019), big data analytics (Fosso Wamba and Akter, 2019; Kache and Seuring, 2017), the Internet of Things (IoT) (Schroeder et al., 2020) and 3Dprinting (Kapletia et al., 2019; Roscoe et al., 2019). However, one area that has received limited scholarly attention is deploying emerging technologies in emergency situations. Technology has always been and continues to act as an enabler of enhanced performance. Despite the scarcity of research, it is clear that emerging technologies can act as a coordination mechanism and flexible manufacturing tool when responding to emergencies (Queiroz and Fosso Wamba, 2021), supporting localised manufacturing close to the point of need (Srai et al., 2020). Recent advancements in digital technologies can enhance planning, mobilisation and management during emergency situations. For example, AI and business analytics can quickly identify populations in distress (Fosso Wamba et al., 2021). Social media combined with big data analytics can coordinate the relief efforts of local volunteers during disasters (Dubey et al., 2019; Guest editorial
1. 新兴技术在紧急情况下的作用全球业务和供应链正在经历前所未有的剧变(Azadegan和Dooley, 2021;Scholten et al.， 2020)。越来越多的自然灾害和COVID-19大流行使组织陷入紧急状态，许多组织为生存而战(Ivanov, 2020;Queiroz et al.， 2020;Schleper et al.， 2021)。紧急情况无论大小、短期或持续一段时间，都对个人的健康和生计、组织和社会福利以及更广泛的环境构成潜在风险(van deWalle和turoff, 2008年;Sarkis博士,2021)。紧急情况通常需要采取紧急行动，将业务恢复到以前的情景，或制定新的生存和适应全新情况的战略(伊万诺夫和多尔吉，2020年b;O 'Flynn, 2020)。由于这些事件的规模和即时性，通常涉及一系列行动者，包括政府、非政府组织和企业，他们需要共同努力减轻对生命和财产的威胁。为了找到摆脱当今紧急情况的方法，管理人员迫切需要关于如何快速重新部署业务资源和建立弹性的指导(Ivanov和Dolgui, 2021;Remko, 2020)。与工业4.0相关的新兴技术有助于组织重建和重新配置其弹性能力(Koh等人，2019;Spieske和Birkel, 2021)。最近关于新兴技术的学术工作加深了我们对供应链背景下工业4.0的理解，包括区块链(Wamba和Queiroz, 2020)、人工智能(AI) (Dwivedi等人，2019)、大数据分析(Fosso Wamba和Akter, 2019;Kache和Seuring, 2017)，物联网(IoT) (Schroeder等人，2020)和3d打印(Kapletia等人，2019;罗斯科等人，2019)。然而，学术界关注有限的一个领域是在紧急情况下部署新兴技术。技术一直是并将继续作为增强性能的推动者。尽管缺乏研究，但很明显，新兴技术在应对紧急情况时可以作为协调机制和灵活的制造工具(Queiroz和Fosso Wamba, 2021)，支持接近需求点的本地化制造(Srai等人，2020)。数字技术的最新进展可以加强紧急情况下的规划、动员和管理。例如，人工智能和商业分析可以快速识别处于困境中的人群(Fosso Wamba等人，2021)。社交媒体结合大数据分析可以在灾害期间协调当地志愿者的救援工作(Dubey et al.， 2019;客人编辑
{"title":"Guest editorialEmerging technologies in emergency situations","authors":"S. Fosso Wamba, M. Queiroz, Samuel Roscoe, W. Phillips, Dharm Kapletia, A. Azadegan","doi":"10.1108/ijopm-09-2021-904","DOIUrl":"https://doi.org/10.1108/ijopm-09-2021-904","url":null,"abstract":"1. The role of emerging technologies in emergency situations The world is witnessing an unprecedented upheaval in global operations and supply chains (Azadegan and Dooley, 2021; Scholten et al., 2020). Increasingly occurring natural disasters and the COVID-19 pandemic have plunged organisations into a state of emergency, with many fighting for their very survival (Ivanov, 2020; Queiroz et al., 2020; Schleper et al., 2021). Be they large or small, short-lived or sustaining for some time, emergency situations present a potential risk to an individual’s health and livelihood, organisational and societal welfare and to thewider environment (van deWalle andTuroff, 2008; Sarkis, 2021). Emergency situations typically require urgent action to restore operations to the previous scenario or new strategies for survivability and adaptation to an entirely new context (Ivanov and Dolgui, 2020b; O’Flynn, 2020). Due to the scale and immediacy of these events, a range of actors is often involved, including governments, non-governmental organisations and businesses that need to work together to mitigate threats to life and property. To find a way out of today’s emergency situations, managers urgently require guidance on how to rapidly redeploy operational resources and build resilience (Ivanov and Dolgui, 2021; Remko, 2020). Emerging technologies such as those related to Industry 4.0 are well-positioned to help organisations rebuild and reconfigure their resilience capabilities (Koh et al., 2019; Spieske and Birkel, 2021). Recent scholarly work on emerging technologies has deepened our understanding of Industry 4.0 in a supply-chain context, including research on blockchain (Wamba and Queiroz, 2020), artificial intelligence (AI) (Dwivedi et al., 2019), big data analytics (Fosso Wamba and Akter, 2019; Kache and Seuring, 2017), the Internet of Things (IoT) (Schroeder et al., 2020) and 3Dprinting (Kapletia et al., 2019; Roscoe et al., 2019). However, one area that has received limited scholarly attention is deploying emerging technologies in emergency situations. Technology has always been and continues to act as an enabler of enhanced performance. Despite the scarcity of research, it is clear that emerging technologies can act as a coordination mechanism and flexible manufacturing tool when responding to emergencies (Queiroz and Fosso Wamba, 2021), supporting localised manufacturing close to the point of need (Srai et al., 2020). Recent advancements in digital technologies can enhance planning, mobilisation and management during emergency situations. For example, AI and business analytics can quickly identify populations in distress (Fosso Wamba et al., 2021). Social media combined with big data analytics can coordinate the relief efforts of local volunteers during disasters (Dubey et al., 2019; Guest editorial","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44398111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-12DOI: 10.1108/ijopm-10-2020-0684
A. Azadegan, Iana Shaheen, K. Linderman, Alireza Fereidooni
PurposeThe authors empirically determine the stages and leadership styles that enhance the effectiveness of firm response and recovery efforts during each stage.Design/methodology/approachThe authors use an inductive exploratory approach and mixed-method research design. Study 1 uses a combination of qualitative data gathered through two rounds of exploratory focus groups (26 managers and executives), Q-sorting (60 participants) and a confirmatory focus group (6 experts) to highlight how expert practitioners perceive the staged progression of a supply chain disruption. Study 2 uses responses from 90 experienced managers in an experimental vignette to determine the most effective leadership style during each stage.FindingsExpert practitioners are strongly partial to a two-staged disruption model that includes an early/response and late/recovery stage. They consider decisiveness to be the most effective style in the response stage. However, in the recovery stage, a style that combines decisiveness and task-centered leadership is perceived to be the most effective. Further, effective leadership hinges on applying distinct styles depending on the progression of events during supply chain disruptions.Originality/valueEmpirical evidence and validation of conceptual models on leadership behavior during crises are essentially nonexistent in the literature. This study is likely the first to pursue the subject of leadership during stages of crises and the first to offer empirical evidence thereof. Relatedly, the authors contribute to the growing research on crisis management, which is likely to receive even more attention as the frequency and size of crises facing organizations increase.
{"title":"Leadership styles in supply chain disruptions: a multimethod evaluation based on practitioner insights","authors":"A. Azadegan, Iana Shaheen, K. Linderman, Alireza Fereidooni","doi":"10.1108/ijopm-10-2020-0684","DOIUrl":"https://doi.org/10.1108/ijopm-10-2020-0684","url":null,"abstract":"PurposeThe authors empirically determine the stages and leadership styles that enhance the effectiveness of firm response and recovery efforts during each stage.Design/methodology/approachThe authors use an inductive exploratory approach and mixed-method research design. Study 1 uses a combination of qualitative data gathered through two rounds of exploratory focus groups (26 managers and executives), Q-sorting (60 participants) and a confirmatory focus group (6 experts) to highlight how expert practitioners perceive the staged progression of a supply chain disruption. Study 2 uses responses from 90 experienced managers in an experimental vignette to determine the most effective leadership style during each stage.FindingsExpert practitioners are strongly partial to a two-staged disruption model that includes an early/response and late/recovery stage. They consider decisiveness to be the most effective style in the response stage. However, in the recovery stage, a style that combines decisiveness and task-centered leadership is perceived to be the most effective. Further, effective leadership hinges on applying distinct styles depending on the progression of events during supply chain disruptions.Originality/valueEmpirical evidence and validation of conceptual models on leadership behavior during crises are essentially nonexistent in the literature. This study is likely the first to pursue the subject of leadership during stages of crises and the first to offer empirical evidence thereof. Relatedly, the authors contribute to the growing research on crisis management, which is likely to receive even more attention as the frequency and size of crises facing organizations increase.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":null,"pages":null},"PeriodicalIF":9.9,"publicationDate":"2021-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46040728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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