Purpose The purpose of this paper is to analyze the link between manufacturing strategy formalization and manufacturing strategy implementation, considering the potential moderating role of shop-floor communication. Design/methodology/approach Multiple linear regression models considering main and interaction effects of strategy formulation and shop-floor communication on strategy implementation were performed using data from the fourth round of the international HPM Project. This includes plants with more than 100 employees in the automotive, machinery and electronics industries from 10 different countries. Unlike other research studies, this research takes into account plant management’s and plant supervisors’ perceptions. Findings The findings show that formal strategic planning positively influences manufacturing strategy implementation. Furthermore, both feedback and instructive communication practices moderate the manufacturing strategy process, resulting in successful manufacturing strategy embeddedness, and prompt adaptation to change. Practical implications This study provides a better understanding of the manufacturing strategy process for scholars and practitioners. In addition, the results suggest that the adoption of some shop-floor communication practices can benefit firms through the strengthening of strategy implementation. Originality/value This paper provides empirical evidence to the emerging discussion on whether formal strategic planning helps to adopt a strategy or on the contrary make decision making inflexible.

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Purpose-The aim of this paper is to analyse the relationship between Six Sigma methodology and organisational ambidexterity (exploitation and exploration orientations). For this purpose, this study describes how Six Sigma practices may enhance both orientations simultaneously, contributing to organisational ambidexterity and performance improvements. Design/methodology/approach-A systematic literature review was adopted as the research methodology. The authors analysed 512 publications in Social Science Citation Index (SSCI) journals in fields such as management, business, operation research management science, planning development, behavioural sciences, interdisciplinary social sciences and applied psychology from 1987 to 2016, as the first development and adoption of Six Sigma was in 1987 by Motorola. Findings-This analysis describes how Six Sigma emphasises not only useful practices for exploitation orientation, such as customer input, design for manufacturability or improvement and control of processes, but also explorative practices, such as discovery, novelty or innovation. Consequently, an adequate combination of all these practices may enhance organisational ambidexterity and organisational success. Research limitations/implications-This study relies exclusively on previously published literature that fulfilled the selection criteria described in the search methodology. Further empirical research is necessary to test the propositions included in this paper. Originality/value-This study provides new insights into the non-existent literature about Six Sigma and organisational ambidexterity as well as to the scarce literature about quality management and ambidexterity. Propositions on how Six Sigma practices benefit organisational ambidexterity are also suggested.

The emergence of information and communication technologies (ICTs) has put emphasis on the open government approach (OG), provoking a cultural change in both the citizenry (demanding new ways of collaborating with public administration and more openness in government), and in the public administrations (adapting their structures and processes to support civic participation). This article analyzes both the strategies followed by local governments in implementing OG initiatives and the level of alignment of the objectives included in the municipal OG strategies with those settled by the regional government to which they belong. Empirical research on the OG objectives included in the strategic planning of large-size Andalusian municipalities has been performed. Findings reveal that most local governments are implementing a push strategy based only on more openness in government (mainly owing to normative requirements). Additionally, the objectives included in both the economic and governance dimensions are those included in the OG initiatives in municipalities, although each one has a particular way of adopting digital and OG strategies consistent with their municipal priorities and circumstances. Points for practitioners This study brings a novel insight to public managers and politicians concerning OG initiative adoption. It highlights both the limitations of current OG initiatives developed by public administration and the importance of citizens’ involvement in them in order to acquire trust in government. The current economic situation favors and increases mistrust in the citizen, who feels great disappointment in governments and political leaders. This could be minimized with the creation of spaces for municipal collaboration, where public managers and politicians may capture the voice of citizens directly and the strategic alignment in the OG strategies for efficiently reaching economic and social outcomes for the citizenry. Also, OG implementation experiences should be shared, so that more reticent local governments could be made aware of the potential.

Citizens increasingly demand an active role in public affairs and decision-making processes. From a critical standpoint, this chapter consolidates existing knowledge and, in turn, provides a better understanding on how social media tools promote the citizens' engagement and participation. The main aim is to assist researchers in the development of their future analyses, identifying trends of research and the methodology used. In so doing, a systematic literature review has been used to examine social media and e-participation research in journals listed in ISI in the field of public administration and information science and library science during the period 2000-2016. The findings reveal that although research on social media and e-participation has increased in the last year, it remains immature. Therefore, further research is needed in order to understand the true impacts of social media tools and their involvement in e-participation.