Effects of Operational Employee Skills on Advanced Manufacturing Technology Performance

Pagell, Mark; Handfield, Robert; Barber, Alison E.

doi:10.1111/j.1937-5956.2000.tb00135.x

Cited by 46 publications

(28 citation statements)

References 48 publications

(69 reference statements)

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“…Lawrence and Lorsch (1967, p. 11) defined integration as "the quality of the state of collaboration that exists among departments that are required to achieve unity of effort by the demands of the environment." Researchers have examined integration between various areas such as R&D and marketing (Ayers, Dahlstrom, and Skinner 1997), manufacturing and purchasing (Narasimhan and Das 2001), marketing with R&D and manufacturing (Kahn and McDonough 1997;Mentzer 1998), marketing andmanufacturing (O'Leary-Kelly andFlores 2002;Prabhaker, Goldhar, and Lei 1995;Verma et al 2001), and human resource management and manufacturing (Pagell, Handfield, and Barber 2000;Youndt et al 1996). Research on inter-functional integration has focused on interaction and collaboration between different departments (Ellinger, Daugherty, and Keller 2000;Kahn and Mentzer 1998).…”

Section: An Internal-external Perspectivementioning

confidence: 99%

Defining and Operationalizing Supply Chain Process Integration

Chen

Daugherty

Roath

2009

J of Business Logistics

181

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Integration has been recognized as critical to successful supply chain management. However, an extensive literature review revealed no consensus in its conceptualization. The current study attempts to address this research gap by providing a better definition and operationalization of supply chain process integration. With empirical support, it is proposed that internal and external supply chain process integration should be treated as two separate constructs, each comprised of two dimensions: connectivity and simplification.

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Section: An Internal-external Perspectivementioning

confidence: 99%

Defining and Operationalizing Supply Chain Process Integration

Chen

Daugherty

Roath

2009

J of Business Logistics

181

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“…Relationship between Skills and Performance. Pagell, Handfield, and Barber (2000) conducted structured interviews in a field setting to analyze how specific human resource decisions affected manufacturing performance at 30 plants using advanced manufacturing technologies (AMT). While they reached a somewhat surprising conclusion that companies need not have highly skilled employees to have high level AMT performance, they also found that that when there was a fit between the level of skills and three elements of the environment, product/process change, environmental uncertainty, and managerial discretion, performance would be better than when there is no fit.…”

Section: Operations Management and Humanmentioning

confidence: 99%

Interdisciplinary and Interorganizational Research: Establishing the Science of Enterprise Networks

Buhman

Kekre

Singhal

2005

Production and Operations Management

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W e review and discuss the evolution of interdisciplinary and interorganizational research in operations management and suggest directions for future investigations. The proposed operations management research focus is one that embraces a more holistic view of an "extended enterprise" which involves working with a new business model-the organization as a network. This methodology starts by treating the organization as a system that is enabled by information technology and is characterized by ubiquitous information sharing across traditional enterprise. Proper integration of technology, business processes and people factors needs to be developed to create higher value from networked enterprises. Operations management research future lies in establishing this science from an interdisciplinary perspective. We analyze this perspective in the context of papers published in the first 50 issues of Production and Operations Management and the related literature. The Roles of Marketing and Operations in Productand Service Design. POM has published several papers in the areas of product and service operations design. This set of papers deals with the issues at the interface between marketing and operations. They break new ground and show substantial departure from the conventional wisdom on the value proposition and provide directions to better bridge the two functional areas. We highlight some of these areas. Product Design The Role of Changes in Product Attributes and Costs in New Product Diffusion and Substitution:A Departure from the Marketing Literature. Schmidt and Druehl (2005) develop a model that adds opera- Figure 2Emphasis of OM Research Publications; Past and Suggested Future.

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“…Theory Building Ward, Berger, Miller, and Rosenthal (1992); St. John and Young (1992); Zahra and Das (1993); Sakakibara, Flynn, and Schroeder (1993); Sahin (1993); Ittner (1994); Roth and Van Dierdonck (1995); Benson, Cunningham, and Leachman (1995); Dasu and Rao (1999); Pagell, Handfield, and Barber (2000); Narasimhan, Jayaram and Carter (2001); Bowen, Cousins, Lamming, and Faruk (2001); Hays and Hill (2001); Chinander (2001); Heim and Sinha (2002); Athanassopoulos and Iliakopoulos (2003); Mallick and Schroeder (2005).…”

mentioning

confidence: 99%

Empirical Research Published in Production and Operations Management (1992–2005): Trends and Future Research Directions

Gupta¹,

Verma²,

Victorino³

2006

Production and Operations Management

117

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We review and evaluate empirical research in more than 150 papers published in Production and Operations Management (POM) during 1992 to 2005 to assess how far the papers' authors have met the journaľs stated objective of promoting empirical research. We also assess the diversity of articles in terms of the purposes of research, data collection approaches, and data analysis techniques. We classify the empirical research articles based on their primary purpose (theory building, theory verifying, application, and providing evidence), data collection approach (case study, qualitative research, archival research, survey‐based research, laboratory research, and field research), data analysis technique (descriptive statistics, various multivariate statistical techniques, and mathematical modeling), and operations topics (strategy, quality, and supply chain management). We also discuss directions for future empirical research in operations management. During 1992 to 2005, the articles based on empirical data have increased substantially from 30 to 50 percent of all articles published in POM. During 1992 to 1998, about three‐fourths of the empirical‐research‐based articles published in POM focused on the manufacturing industry, but recently the gap between the numbers of manufacturing‐ and service‐focused articles published in POM has almost disappeared. While a previous assessment of articles published in a range of operations management journals showed that almost all of the empirical articles were based on either surveys or case studies, our results indicate that POM has published articles that were based on a much wider and more diverse range of data collection approaches. Production and Operations Management has clearly established itself as a leading outlet for publishing empirical research in operations management.

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Effects of Operational Employee Skills on Advanced Manufacturing Technology Performance

Cited by 46 publications

References 48 publications

Defining and Operationalizing Supply Chain Process Integration

Defining and Operationalizing Supply Chain Process Integration

Interdisciplinary and Interorganizational Research: Establishing the Science of Enterprise Networks

Empirical Research Published in Production and Operations Management (1992–2005): Trends and Future Research Directions

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