Manufacturing flexibility and advanced human resource management practices

Urtasun, Ainhoa; Larraza‐Kintana, Martín; García-Olaverri, Carmen; Arribas, Emilio Huerta

doi:10.1080/09537287.2012.690198

Cited by 51 publications

(56 citation statements)

References 53 publications

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“…The enhancement of cost and quality in manufacturing companies is likely to be related to both bundles of practices enhancing workers' motivation and abilities (individually and interactively) (Ichniowski et al ., ; Messersmith and Guthrie, ). Moreover, time‐based performance measures such as new product development times and flexibility are more closely related to HRM practices intended to enhance the involvement of workers through the opportunity to participate (Appelbaum et al ., ; Urtasun‐Alonso et al ., ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 97%

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Bello‐Pintado

2015

Human Res Mgmt Journal

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This article examines the extent to which the configuration of HRM practices in bundles and the interactions among them have a significant impact on manufacturing outcomes. Using a unique data set from a survey of a representative sample of the whole Uruguayan manufacturing industry, several hypotheses related to interactions between ability–motivation–opportunity bundles of HRM practices are tested. Analysis of 150 manufacturing plants partially highlights the existence of hierarchy between bundles, being the bundle of motivation‐enhancing HRM practices the most important to explain the enhanced manufacturing outcomes. Based on this bundle of practices, synergistic interactions with both ability and opportunity bundles of HRM practices were observed to explain different performance measures.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 97%

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Bello‐Pintado

2015

Human Res Mgmt Journal

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“…Training is also relevant to companies adopting more advanced green practices (Sarkis, Gonzalez-Torre, and Adenso-Diaz 2010). Following the findings of Urtasun-Alonso et al (2014), training is equally relevant in all the studied cases.…”

Section: Discussionmentioning

confidence: 75%

Critical success factors and green supply chain management proactivity: shedding light on the human aspects of this relationship based on cases from the Brazilian industry

Jabbour

Mauricio

Jabbour

2017

Production Planning & Control

117

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By applying the resources-based view (RBV) theory to green management, this study aims to analyse the relationship between critical success factors (CSFs) and the adoption of green supply chain management (GSCM) practices for some Brazil-based manufacturers of automotive batteries considered focal in their supply chains. It also analyses how human issues, known as green human resource management (GHRM) aspects, can help to increase the effectiveness of CSFs for GSCM strategies that are still not totally wellmanaged, justifying a RBV perspective. This research assumes that firms tend to be in different stages of GSCM development (more strategic or less strategic) and tests four research propositions to determine whether more proactive GSCM is related to higher levels of effectively managed CSFs. Three focal companies that operate in the Brazilian automotive battery industry were studied. Research results suggest that more proactive GSCM practices correlate to more effectively managed CSFs and to a greater support from GHRM. We argue that managers with a clear GHRM strategy will have more success in GSCM adoption, using more green training, green recruitment and selection, green performance evaluation and employee rewards.

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“…Perez‐Perez et al (2018) recently called for a more comprehensive understanding view on manufacturing flexibility, which should consider (among other aspects) behavioral elements involving individuals within organizations. The authors identify some studies which have engaged with topics such as workforce management activities (Urtasun‐Alonso, Larraza‐Kintana, García‐Olaverri, and Huerta‐Arribas, 2014), supplier involvement (Swink, Narasimhan, and Kim, 2005), quality management (Alolayyan, Mohd, and Idris, 2011), or resources for innovation (Camisón and López, 2010). Yet, the relation between behavioral aspects such as routine and cognition in relation to space or time remains under‐investigated (Fahimnia et al, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Digital Machines, Space, and Time: Towards a Behavioral Perspective of Flexible Manufacturing

Aversa¹,

Formentini²,

Iubatti³

et al. 2020

J of Product Innov Manag

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Recently, the diffusion of digital machines has further enhanced firms’ manufacturing flexibility, but also opened questions on potential challenges and implications in the production process. To respond to these timely issues, this study adopts a behavioral perspective and comparatively explores how four different types of digital machines—characterized by increasing degrees of manufacturing flexibility—affect the perception and use of space and time for routines within the production plant. To this end, 45 digital manufacturing machines, sampled across 14 firms in the British and Italian motorsport industry, were qualitatively observed and compared. A model emerges where four key mechanisms reshape (1) the interactive space around the machine, (2) the innovation activities performed in the machine space, (3) the time within activities involving the machine, and (4) the time perception. Such mechanisms mediate the relationship between manufacturing flexibility and firm performance. Further, data show how increasing digitalization in the manufacturing process enhances the establishment of new routines as flexible machines get introduced in the production. Finally, theoretical and practical implications related to fostering a behavioral perspective in innovation and operations management studies are discussed.

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Manufacturing flexibility and advanced human resource management practices

Cited by 51 publications

References 53 publications

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Critical success factors and green supply chain management proactivity: shedding light on the human aspects of this relationship based on cases from the Brazilian industry

Digital Machines, Space, and Time: Towards a Behavioral Perspective of Flexible Manufacturing

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