How cross-functional management influences new product development: a socio-technical perspective

He, Yuanqiong; Sun, Hongyi; Chen, Yun

doi:10.1080/09537325.2016.1181743

Cited by 6 publications

(12 citation statements)

References 45 publications

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“…For example, the R&D department is concerned about technical feasibility, process departments focus on manufacturing capabilities and financial departments are alert to costs and returns. As such, potential secondary problems become clear, which decreases the ambiguity of green opportunities (He et al, 2016) and accelerates green process development by eliminating coordination steps, preventing failure delays and avoiding subsequent adjustments (Brettel et al, 2011;Turkulainen and Ketokivi, 2012). In contrast, a low level of horizontal information sharing often leads to delays and costly adjustments in green process innovation (Sanchez and Mahoney, 1996).…”

Section: Manufacturing Digitalization and Green Process Innovationmentioning

confidence: 99%

“…We find that horizontal information sharing strengthens and vertical bottom-up learning weakens the role of manufacturing digitalization. Horizontal information sharing provides firms with complementary knowledge and insights to facilitate data interpretation and the development of new opportunities (Brettel et al, 2011;He et al, 2016;Su et al, 2019).…”

Section: Theoretical Contributionsmentioning

confidence: 99%

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How to leverage manufacturing digitalization for green process innovation: an information processing perspective

Wei

Sun

2021

IMDS

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PurposeThe aim of this study was to examine how manufacturing digitalization can be leveraged to promote green innovation in the digital era by investigating the effects of manufacturing digitalization on green process innovation, and thus firm performance. The authors also explored how the role of manufacturing digitalization varies with horizontal information sharing, vertical bottom-up learning and technological modularization.Design/methodology/approachFive hypotheses were examined by performing regression analyses on survey data from 334 manufacturing firms in China.FindingsManufacturing digitalization positively affects green process innovation, and thus firm performance. Furthermore, this positive effect is strengthened by horizontal information sharing and technological modularization and weakened by vertical bottom-up learning.Originality/valueThis study extends the literature rooted in the natural-resource-based view by identifying the crucial role of green process innovation and investigating the value of manufacturing digitalization for developing green capabilities in the digital era. It also contributes to this line of research by revealing contingent factors to leverage manufacturing digitalization from the information processing perspective. Furthermore, this study extends information processing theory to the digital context and identifies the interaction of organizational design (vertical bottom-up learning and horizontal information sharing) and digital investment (manufacturing digitalization).

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Section: Manufacturing Digitalization and Green Process Innovationmentioning

confidence: 99%

Section: Theoretical Contributionsmentioning

confidence: 99%

How to leverage manufacturing digitalization for green process innovation: an information processing perspective

Wei

Sun

2021

IMDS

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“…Job and task rotation describe techniques where employees shift periodically and in a planned manner between a range of jobs or tasks within an organization (He et al, 2016 ; Jones and James, 2018 ). The first, rather unsystematic appearance of the term job rotation dates back to the 1940s and 1950s, when work design methods started to counteract the simplification, specialization, and repetitiveness that dominated the Tayloristic work design of the early twentieth century (Tucker, 1942 ; Morris, 1956 ).…”

Section: Introductionmentioning

confidence: 99%

More Hype Than Substance? A Meta-Analysis on Job and Task Rotation

Mlekus

Maier

2021

Front. Psychol.

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Although there exist numerous publications on job and task rotation from various disciplines, there is no consistent evidence of their effectiveness. Drawing on theories from industrial and organizational psychology, knowledge management, ergonomics, and management science, we meta-analytically investigated relationships between job/task rotation and employee attitudes, learning and development, psychological and physical health, and organizational performance. Due to a conceptual overlap and frequent confusion of terminology, we analyzed the design of the rotation (job rotation vs. task rotation) as a possible moderator. The three-level meta-analysis on 56 studies (N = 284,086) showed that rotation was significantly associated with job satisfaction (r = 0.27), organizational commitment (r = 0.16), career success (r = 0.31), labor flexibility (r = 0.32), general psychological health (r = 0.20), stress/burnout (r = −0.13), individual performance (r = 0.13), and productivity (r = 0.13). Positive relationships between rotation and physical health could only be found when rotation was compared to high-intensity work. Task rotation yielded stronger relationships with attitudinal outcomes, job rotation with learning and development, psychological health, and organizational performance outcomes. Further moderator analyses showed that individualism decreased relationships between task rotation and attitudes, and correlations with organizational performance and physical health were stronger for subjective measures. The findings indicate that many expectations toward job and task rotation are not fully supported.

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“…Technical support from suppliers reflects the extent to which suppliers share critical engineering and manufacturing technologies with buyers (Gao et al, 2015; He et al, 2016). Its measurements are displayed in various constructs, for instance, green supplier integration (Du et al, 2018; Kong et al, 2021), supplier involvement (Cheng, 2020), and suppliers' technical contributions (Cui et al, 2021; Lawson et al, 2015).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…We suggest that bricolage can facilitate HPM firms in implementing GM, but its effects are dependent on different stakeholder's influence. As one kind of stakeholder's capacity (Kong et al, 2021), technical support from suppliers reflects the extent to which suppliers share critical engineering and manufacturing technologies with buyers (Gao et al, 2015; He et al, 2016), which can provide complementary technological resources for coping with the challenges of GM in HPM firms, and thus plays an important role in enhancing the effects of bricolage. As one kind of stakeholder's power (Martín‐de Castro, 2021), moral requirements from the public reflect the intensity of EP requirements from the public (Singh et al, 2022), which motivate firms to abide by EP policy, implement GM practices, and develop environmentally friendly products to satisfy customer and government demand (Doran & Ryan, 2016), and thus may also enhance the effectiveness of bricolage.…”

Section: Introductionmentioning

confidence: 99%

How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

Liang

Liu

2022

Bus Strat Env

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As green management (GM) matters not only for firms' competitiveness but also has social and health benefits, both the public and government often expect firms to apply it. However, the current literature fails to provide a detailed explanation of how emerging market firms in high‐polluting manufacturing (HPM) industries deal with challenges when applying GM activities, even though these firms may be a key source of environmental problems. To address this research gap, we draw upon a subjectivist view of resource construction to investigate how and when HPM firms in emerging economies can rely on the tactic of bricolage to boost GM. We tested our research model on a sample of 180 chemical engineering manufacturing firms in China. Our results showed that HPM firms can rely on bricolage to positively implement GM, but its effects depend on the participation of different stakeholders. That is, firms can benefit more from bricolage in implementing GM when their suppliers can provide strong technical support and the moral requirements of the public are high. This study highlights the role of subjective resource construction activities in GM with the help of different stakeholder's participation in emerging economies and provides novel explanations and policy implications for this emerging phenomenon.

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How cross-functional management influences new product development: a socio-technical perspective

Cited by 6 publications

References 45 publications

How to leverage manufacturing digitalization for green process innovation: an information processing perspective

How to leverage manufacturing digitalization for green process innovation: an information processing perspective

More Hype Than Substance? A Meta-Analysis on Job and Task Rotation

How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

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