Pub Date : 2021-12-28DOI: 10.1080/09537287.2021.1980904
Sachin S. Kamble, A. Gunasekaran
Abstract The focus of Industry 4.0 (I4) technologies is to address the issue of scarce resources and improve productivity by providing solutions to economise the use of limited resources and find other substitute raw materials. Circular economy (CE) is also identified as a solution to manage the increasing pressure of environmental regulations, price volatility in resources, and supply uncertainty. However, the relationship between I4 technologies, CE and sustainable performance (SP) is still unexplored and demands a more conceptual and empirical investigation on understanding how the I4 technologies favour the transition towards CE practices and what impact they have together on SP. Based on a survey of 238 manufacturing practitioners from India, the study investigates the mediating and moderating role of CE practices on the relationship between I4 technologies and SP. The findings reveal that developing an environment of CE is not a prerequisite for implementing I4 technologies. However, I4 technologies support developing efficient CE environment, which, leads to the achievement of sustainable organisational goals. Future research directions and implications for practitioners are provided.
{"title":"Analysing the role of Industry 4.0 technologies and circular economy practices in improving sustainable performance in Indian manufacturing organisations","authors":"Sachin S. Kamble, A. Gunasekaran","doi":"10.1080/09537287.2021.1980904","DOIUrl":"https://doi.org/10.1080/09537287.2021.1980904","url":null,"abstract":"Abstract The focus of Industry 4.0 (I4) technologies is to address the issue of scarce resources and improve productivity by providing solutions to economise the use of limited resources and find other substitute raw materials. Circular economy (CE) is also identified as a solution to manage the increasing pressure of environmental regulations, price volatility in resources, and supply uncertainty. However, the relationship between I4 technologies, CE and sustainable performance (SP) is still unexplored and demands a more conceptual and empirical investigation on understanding how the I4 technologies favour the transition towards CE practices and what impact they have together on SP. Based on a survey of 238 manufacturing practitioners from India, the study investigates the mediating and moderating role of CE practices on the relationship between I4 technologies and SP. The findings reveal that developing an environment of CE is not a prerequisite for implementing I4 technologies. However, I4 technologies support developing efficient CE environment, which, leads to the achievement of sustainable organisational goals. Future research directions and implications for practitioners are provided.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86797712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-21DOI: 10.1080/09537287.2021.2017503
Rébecca Stekelorum, Issam Laguir
Abstract This study examines (i) how eco-friendly product development helps translate sustainable customer orientation into social supply chain performance in SMEs and (ii) how the cooperation with non-traditional stakeholders (environmental nongovernmental organizations (ENGOs) and local public administrations) moderates this relationship. Drawing on the natural and stakeholder resource-based views, and the relational view theory, this study tests the proposed moderated mediation model using data from 146 thousand small and medium-sized enterprises (SMEs). Results indicate that sustainable customer orientation is negatively associated with SME social supply chain performance. However, the relationship becomes positive when we take into account the mediating role of eco-friendly product development. Furthermore, the positive association between sustainable customer orientation and social supply chain performance through eco-friendly product development is stronger for firms that collaborate strongly with ENGOs and local public administrations. Several theoretical and managerial implications are discussed.
{"title":"Take a ride on the green side: from sustainable customer orientation to good supply chains","authors":"Rébecca Stekelorum, Issam Laguir","doi":"10.1080/09537287.2021.2017503","DOIUrl":"https://doi.org/10.1080/09537287.2021.2017503","url":null,"abstract":"Abstract This study examines (i) how eco-friendly product development helps translate sustainable customer orientation into social supply chain performance in SMEs and (ii) how the cooperation with non-traditional stakeholders (environmental nongovernmental organizations (ENGOs) and local public administrations) moderates this relationship. Drawing on the natural and stakeholder resource-based views, and the relational view theory, this study tests the proposed moderated mediation model using data from 146 thousand small and medium-sized enterprises (SMEs). Results indicate that sustainable customer orientation is negatively associated with SME social supply chain performance. However, the relationship becomes positive when we take into account the mediating role of eco-friendly product development. Furthermore, the positive association between sustainable customer orientation and social supply chain performance through eco-friendly product development is stronger for firms that collaborate strongly with ENGOs and local public administrations. Several theoretical and managerial implications are discussed.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77567969","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-16DOI: 10.1080/09537287.2021.2013558
F. Christensen, P. Jonsson, I. Dukovska-Popovska, K. Steger-Jensen
Abstract This study explores how fresh food processors’ planning environment characteristics (PECs) affect the information sharing in supply chains during replenishment planning and control (RP&C). The research design is a multiple case study covering a triadic supply chain with five fresh food product (FFP) processors, one wholesaler and nine retail stores. The analysis investigates how the product-, demand-, supply- and production-related PECs affect the material requirements planning and master production scheduling at the FFP processors. Further, it investigates how these affect information sharing at a product level. The findings propose a means to differentiate the information sharing in a supply chain at a product level, rather than differentiation based on demand type or processor which currently dominates the field. The study derives propositions regarding appropriate frequency, timing, direction, modality, content and dynamism of information sharing during RP&C.
{"title":"Information sharing for replenishment planning and control in fresh food supply chains: a planning environment perspective","authors":"F. Christensen, P. Jonsson, I. Dukovska-Popovska, K. Steger-Jensen","doi":"10.1080/09537287.2021.2013558","DOIUrl":"https://doi.org/10.1080/09537287.2021.2013558","url":null,"abstract":"Abstract This study explores how fresh food processors’ planning environment characteristics (PECs) affect the information sharing in supply chains during replenishment planning and control (RP&C). The research design is a multiple case study covering a triadic supply chain with five fresh food product (FFP) processors, one wholesaler and nine retail stores. The analysis investigates how the product-, demand-, supply- and production-related PECs affect the material requirements planning and master production scheduling at the FFP processors. Further, it investigates how these affect information sharing at a product level. The findings propose a means to differentiate the information sharing in a supply chain at a product level, rather than differentiation based on demand type or processor which currently dominates the field. The study derives propositions regarding appropriate frequency, timing, direction, modality, content and dynamism of information sharing during RP&C.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-12-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82063667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-13DOI: 10.1080/09537287.2021.2015805
Ilias Vlachos
Abstract Despite the proliferation of Industry 4.0 technologies, there is little guidance concerning how companies can integrate them in their supply chains. This study examines the implementation of a supply chain (SC) control tower (SCCT) by a large manufacturing company aiming to create an intelligent supply chain. This study applies Socio-Technical systems (STS) theory using the technology typology (long-linked, mediating, intensive) in the context of industry 4.0. The company followed a three-phase implementation plan (I: Initiation, II: Live, III: Continuous improvement) to transit from outsourcing supply chain control to developing the SCCT control structure and then creating intelligent SC assets and capabilities. The study shows that the SCCT needs to integrate all three technology types to reflect the intelligent supply chain. Further, it shows that the interactions of technologies with the SCCT team, internal and external supply chain stakeholders are critical in managing the development, implementation, and growth of intelligent supply chains. It identifies transition barriers including system misalignment, poor socio-technical integration, and an invert of trust between internal and external supply chain stakeholders. The intelligent supply chain emerges as a result of managing socio-technical interactions systematically.
{"title":"Implementation of an intelligent supply chain control tower: a socio-technical systems case study","authors":"Ilias Vlachos","doi":"10.1080/09537287.2021.2015805","DOIUrl":"https://doi.org/10.1080/09537287.2021.2015805","url":null,"abstract":"Abstract Despite the proliferation of Industry 4.0 technologies, there is little guidance concerning how companies can integrate them in their supply chains. This study examines the implementation of a supply chain (SC) control tower (SCCT) by a large manufacturing company aiming to create an intelligent supply chain. This study applies Socio-Technical systems (STS) theory using the technology typology (long-linked, mediating, intensive) in the context of industry 4.0. The company followed a three-phase implementation plan (I: Initiation, II: Live, III: Continuous improvement) to transit from outsourcing supply chain control to developing the SCCT control structure and then creating intelligent SC assets and capabilities. The study shows that the SCCT needs to integrate all three technology types to reflect the intelligent supply chain. Further, it shows that the interactions of technologies with the SCCT team, internal and external supply chain stakeholders are critical in managing the development, implementation, and growth of intelligent supply chains. It identifies transition barriers including system misalignment, poor socio-technical integration, and an invert of trust between internal and external supply chain stakeholders. The intelligent supply chain emerges as a result of managing socio-technical interactions systematically.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84641253","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-08DOI: 10.1080/09537287.2021.2010823
A. Polenghi, I. Roda, M. Macchi, A. Pozzetti
Abstract Maintenance is evolving due to the double-sided influence of the Asset Management paradigm and digitalization. In this evolution, assessing the maintenance management process status in terms of process completeness, information and data completeness and integration is paramount to boost reliable data-driven decision-making. Grounding on Design Science Research, a methodology is realized to favour the comparison of two data models, a reference one and a company-specific one, used as a means to evaluate the process status. In particular, the methodology embeds a reference data model for the maintenance management process. Both methodology and data model are artefacts tested and refined during action research in an automotive company willing to improve the maintenance management process. The application of both artefacts demonstrates that the company is facilitated in planning improvement actions for various time horizons to foster a modern maintenance practice whose decision-making is more data-driven.
{"title":"A methodology to boost data-driven decision-making process for a modern maintenance practice","authors":"A. Polenghi, I. Roda, M. Macchi, A. Pozzetti","doi":"10.1080/09537287.2021.2010823","DOIUrl":"https://doi.org/10.1080/09537287.2021.2010823","url":null,"abstract":"Abstract Maintenance is evolving due to the double-sided influence of the Asset Management paradigm and digitalization. In this evolution, assessing the maintenance management process status in terms of process completeness, information and data completeness and integration is paramount to boost reliable data-driven decision-making. Grounding on Design Science Research, a methodology is realized to favour the comparison of two data models, a reference one and a company-specific one, used as a means to evaluate the process status. In particular, the methodology embeds a reference data model for the maintenance management process. Both methodology and data model are artefacts tested and refined during action research in an automotive company willing to improve the maintenance management process. The application of both artefacts demonstrates that the company is facilitated in planning improvement actions for various time horizons to foster a modern maintenance practice whose decision-making is more data-driven.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80658036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-02DOI: 10.1080/09537287.2021.1986865
A. Chiarini, A. Grando, V. Belvedere
Abstract This paper addresses the topic of social manufacturing, with the aim of understanding the key features of such a new manufacturing, network-based model, its enabling factors and the reasons-why a company should join and/or establish it. Building on the literature about social manufacturing and disruptive innovation, we develop a new framework to address our research questions. During the COVID-19 pandemic, many Italian manufacturing companies quickly adopted a network-based production approach, to provide a rapid response to healthcare organizations needing surgical masks, sanitisers, and pieces of equipment like ventilators. We discuss this transformation with two companies, Ferrari Cars and Isinnova, which developed a social manufacturing network that was successful in an emergency situation. Building on the empirical evidence stemming from these case-studies, we explain how and to what extent this emergency model could become stable and profitable in a post-pandemic scenario, creating economic value and opening up business opportunities.
{"title":"Disruptive social manufacturing models: lessons learned from Ferrari cars and Isinnova networks for a post-pandemic value creation path","authors":"A. Chiarini, A. Grando, V. Belvedere","doi":"10.1080/09537287.2021.1986865","DOIUrl":"https://doi.org/10.1080/09537287.2021.1986865","url":null,"abstract":"Abstract This paper addresses the topic of social manufacturing, with the aim of understanding the key features of such a new manufacturing, network-based model, its enabling factors and the reasons-why a company should join and/or establish it. Building on the literature about social manufacturing and disruptive innovation, we develop a new framework to address our research questions. During the COVID-19 pandemic, many Italian manufacturing companies quickly adopted a network-based production approach, to provide a rapid response to healthcare organizations needing surgical masks, sanitisers, and pieces of equipment like ventilators. We discuss this transformation with two companies, Ferrari Cars and Isinnova, which developed a social manufacturing network that was successful in an emergency situation. Building on the empirical evidence stemming from these case-studies, we explain how and to what extent this emergency model could become stable and profitable in a post-pandemic scenario, creating economic value and opening up business opportunities.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89166218","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-30DOI: 10.1080/09537287.2021.2008129
M. Holgado, M. Macchi
Abstract Industrial services are increasingly becoming more relational and customer-oriented, due to manufacturers’ adoption of servitisation approaches and product service system offerings. Challenges remain regarding the effective design and delivery of these new offerings, and the understanding of their actual value for both providers and customers. This work focuses on one specific type of product service systems in the context of manufacturing equipment: result-oriented or performance-based services, which aim at delivering an outcome rather than selling the equipment to the customer. A proposal of a value-driven method for their design that engages the customer in the process is presented. This new method has been applied to a real industrial life setting through an application case, involving the service provider and its customer, and targeting manufacturing equipment within customers’ plant. Results indicate the effectiveness of this prescriptive approach. Reported benefits from participants refer to its flexibility, adaptability and applicability for different types of equipment, as well as its potential to help providing a modular service portfolio adequate to equipment specific context and requirements.
{"title":"A value-driven method for the design of performance-based services for manufacturing equipment","authors":"M. Holgado, M. Macchi","doi":"10.1080/09537287.2021.2008129","DOIUrl":"https://doi.org/10.1080/09537287.2021.2008129","url":null,"abstract":"Abstract Industrial services are increasingly becoming more relational and customer-oriented, due to manufacturers’ adoption of servitisation approaches and product service system offerings. Challenges remain regarding the effective design and delivery of these new offerings, and the understanding of their actual value for both providers and customers. This work focuses on one specific type of product service systems in the context of manufacturing equipment: result-oriented or performance-based services, which aim at delivering an outcome rather than selling the equipment to the customer. A proposal of a value-driven method for their design that engages the customer in the process is presented. This new method has been applied to a real industrial life setting through an application case, involving the service provider and its customer, and targeting manufacturing equipment within customers’ plant. Results indicate the effectiveness of this prescriptive approach. Reported benefits from participants refer to its flexibility, adaptability and applicability for different types of equipment, as well as its potential to help providing a modular service portfolio adequate to equipment specific context and requirements.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75771585","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-25DOI: 10.1080/09537287.2021.2005839
Madalina Pana, M. Kreye
Abstract Despite the importance of global engineering services (GES) to many manufacturing companies, this area of research has not been studied extensively. This paper explores the role of employees in a manufacturer’s transition to a global engineering services provider. Based on the literature, a conceptual framework is defined, which specifies the dynamic interaction between employee reactions and management responses to determine the transition outcome. Evidence is presented from a single case study based on 21 interviews and observations as well as documents and media information. The findings empirically demonstrate how employee resistance, support and rejection of the globalisation strategy develop, resulting in the need for continuous management responses to ensure global integration. Exemplar employee reactions are prioritisation of local over global customers in service delivery due to lack of ownership, which were responded to by designing new organisational procedures to ensure local prioritisation of global customers with service contracts. This study contributes to the emerging field of global operations management by studying the operational contributions of employees and the respective management responses. This research focuses specifically on global services as a novel focal area within this emerging field.
{"title":"Managing the global service transition: employees’ reactions and management responses","authors":"Madalina Pana, M. Kreye","doi":"10.1080/09537287.2021.2005839","DOIUrl":"https://doi.org/10.1080/09537287.2021.2005839","url":null,"abstract":"Abstract Despite the importance of global engineering services (GES) to many manufacturing companies, this area of research has not been studied extensively. This paper explores the role of employees in a manufacturer’s transition to a global engineering services provider. Based on the literature, a conceptual framework is defined, which specifies the dynamic interaction between employee reactions and management responses to determine the transition outcome. Evidence is presented from a single case study based on 21 interviews and observations as well as documents and media information. The findings empirically demonstrate how employee resistance, support and rejection of the globalisation strategy develop, resulting in the need for continuous management responses to ensure global integration. Exemplar employee reactions are prioritisation of local over global customers in service delivery due to lack of ownership, which were responded to by designing new organisational procedures to ensure local prioritisation of global customers with service contracts. This study contributes to the emerging field of global operations management by studying the operational contributions of employees and the respective management responses. This research focuses specifically on global services as a novel focal area within this emerging field.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89232772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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: 10.1080/09537287.2021.1998932
Marc Sales-Coll, R. De Castro, J. Hueto-Madrid
Abstract Introducing Lean management (LM) enables the surgical process to reach considerably high levels of performance and efficiency, in addition to increased patient safety and satisfaction among healthcare professionals. This contribution presents a consolidated model of LM which has proved highly successful in improving both overall efficiency in operation rooms and patients’ perceived value of efficient hospital care. This model is based on a real case study carried out over a 3-year period. A surgical process improvement team was set up, which then designed a Process Value Flow Map using LM tools, and detected opportunities for improvement. The map reflects the patient’s journey through the process, the flow of information and materials for optimising processes. Findings from the three improvement projects described in the paper were used to (1) enhance waiting list management, (2) improve operating room scheduling criteria and sharing of surgical resources, and (3) create continuous improvement teams. The results of the study are twofold: (1) reduced waiting times for operations and (2) increased efficiency of operating rooms stemming from a cultural change in surgical resources management, particularly activity planning. A notable increase in surgical efficiency indicators was also observed, as well as the need to incorporate Lean principles into surgical intervention programming.
{"title":"Improving operating room efficiency using lean management tools","authors":"Marc Sales-Coll, R. De Castro, J. Hueto-Madrid","doi":"10.1080/09537287.2021.1998932","DOIUrl":"https://doi.org/10.1080/09537287.2021.1998932","url":null,"abstract":"Abstract Introducing Lean management (LM) enables the surgical process to reach considerably high levels of performance and efficiency, in addition to increased patient safety and satisfaction among healthcare professionals. This contribution presents a consolidated model of LM which has proved highly successful in improving both overall efficiency in operation rooms and patients’ perceived value of efficient hospital care. This model is based on a real case study carried out over a 3-year period. A surgical process improvement team was set up, which then designed a Process Value Flow Map using LM tools, and detected opportunities for improvement. The map reflects the patient’s journey through the process, the flow of information and materials for optimising processes. Findings from the three improvement projects described in the paper were used to (1) enhance waiting list management, (2) improve operating room scheduling criteria and sharing of surgical resources, and (3) create continuous improvement teams. The results of the study are twofold: (1) reduced waiting times for operations and (2) increased efficiency of operating rooms stemming from a cultural change in surgical resources management, particularly activity planning. A notable increase in surgical efficiency indicators was also observed, as well as the need to incorporate Lean principles into surgical intervention programming.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84147909","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-04DOI: 10.1080/09537287.2021.1997291
David Baxter, N. Turner
Abstract Major changes are currently underway across new product development (NPD) practice, and a number of new NPD management methods and processes are emerging. Managers are faced with an array of possible process models and methods to choose from, including the formal Stage-Gate method as well as multiple emerging variants of Agile. The claimed benefits of Agile methods make it attractive, but its suitability is uncertain. In safety-critical organizations and environments a well-controlled, waterfall-based project model would likely be expected. In an empirical study of an R&D department in a large organization creating and adapting complex air traffic management systems we investigate the use and effects of Scrum, the leading Agile method. Since project coordination is a social phenomenon, we apply social capital and project complexity as theoretical lenses for evaluating the effects of Scrum. We find that Scrum and social capital provide reciprocal benefits, and that the stakeholders found Scrum to be an effective and valuable way of working, mitigating the effects of complexity.
{"title":"Why Scrum works in new product development: the role of social capital in managing complexity","authors":"David Baxter, N. Turner","doi":"10.1080/09537287.2021.1997291","DOIUrl":"https://doi.org/10.1080/09537287.2021.1997291","url":null,"abstract":"Abstract Major changes are currently underway across new product development (NPD) practice, and a number of new NPD management methods and processes are emerging. Managers are faced with an array of possible process models and methods to choose from, including the formal Stage-Gate method as well as multiple emerging variants of Agile. The claimed benefits of Agile methods make it attractive, but its suitability is uncertain. In safety-critical organizations and environments a well-controlled, waterfall-based project model would likely be expected. In an empirical study of an R&D department in a large organization creating and adapting complex air traffic management systems we investigate the use and effects of Scrum, the leading Agile method. Since project coordination is a social phenomenon, we apply social capital and project complexity as theoretical lenses for evaluating the effects of Scrum. We find that Scrum and social capital provide reciprocal benefits, and that the stakeholders found Scrum to be an effective and valuable way of working, mitigating the effects of complexity.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77923742","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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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