Manufacturing flexibility, business model design, and firm performance

Wei, Zelong; Song, Xi; Wang, Donghan

doi:10.1016/j.ijpe.2017.07.004

Cited by 137 publications

(146 citation statements)

References 60 publications

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“…To control for contextual factors, we included several measures. We included firm age product maturity and firm size (Ln Number of employees) to control for the culture of the organization (Azadegan and Wagner, 2011;Li et al, 2015;Wei et al, 2017),. Older firms may have established processes that have been instituted over time.…”

Section: Controlsmentioning

confidence: 99%

Learning from near-miss events: An organizational learning perspective on supply chain disruption response

Azadegan

Srinivasan

Blome

et al. 2019

International Journal of Production Economics

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Studying near-miss eventsoccasions when a company comes close to being negatively impactedcan help identify systemic issues and thereby enhance organizational resilience. However, what is not known is how firms learn from near-miss events, and how their learning is translated into response strategies in the face of supply chain disruptions. In this study, we address the following research questions-How does exposure to near-misses reflect in organizational response strategies to supply chain disruptions? Using single and double-loop learning from organizational learning theory, we examine how firms implement response strategies based on near-miss events. In addition, we examine the moderating effects of institutional pressures (from regulatory bodies and industry associations) into the model. We test the hypotheses using responses from 448 organizations in Germany, Switzerland and Sweden. Our results indicate that exposure to near-miss events leads firms to strengthen their focus on procedural response strategies and to lower their focus on flexible response strategies. Industry pressure furthers the effects of near-miss exposure in applying procedural strategies and limiting the application of flexible strategies. Regulatory pressure furthers the effects of near-miss exposure in limiting the application of flexible strategies. This study extends the body of supply Highlights  Near-miss events strengthen the firm's procedural response strategies and lower focus on flexible response strategies.  Industry pressure moderates the relationship between near-miss events and procedural response strategies (strengthens) and flexible response strategies (weakens).  Regulatory pressure weakens the relationship between near-miss exposure and flexible response strategies.

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Section: Controlsmentioning

confidence: 99%

Learning from near-miss events: An organizational learning perspective on supply chain disruption response

Azadegan

Srinivasan

Blome

et al. 2019

International Journal of Production Economics

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“…Cousens et al [7] suggested a framework to enable manufacturers to establish a competitive capability for flexible manufacturing. A recent study has shown the influence of manufacturing flexibility on business models and firm performances, considering their contextual fit with the market environment [8]. Besides, Chen et al [9] considered the impact of manufacturing flexibility on the product-process relationship that resulted from technological evolution and cyclical development.…”

Section: Introductionmentioning

confidence: 99%

How to Make a Sustainable Manufacturing Process: A High-Commitment HRM System

2019

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The primary purpose of this study is to investigate the relationship between high-commitment human resource management (HCHRM) practices and process improvement activities (i.e., manufacturing flexibility) by utilizing the theory of social exchange. We conducted an empirical study to discover the links between social exchange theory and process management from an HRM perspective. For the empirical investigation, we used data from 601 manufacturing enterprises provided by the Ministry of Trade, Industry, and Energy in South Korea. The research is conducted based on employees’ capabilities for process management as a mediator in the analysis of the impact of the HCHRM system on manufacturing flexibility (i.e., internally-driven and externally-driven flexibility). The results of the study show that the HCHRM system ultimately explains manufacturing flexibility through enhancement of employees’ capabilities.

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“…In other studies strategic flexibility was identified has having a direct and significant influence on firm performance while manufacturing flexibility did not (Chan et al, 2017). Wei et al (2017) found the relationship between manufacturing flexibility and performance is strengthened by competitive intensity but weakened by demand heterogeneity. Therefore, firms with higher levels of manufacturing flexibility adapt better to the environment and have higher business performance as a result.…”

Section: Manufacturing Flexibility and Business Performancementioning

confidence: 85%

Fostering knowledge creation to improve performance: the mediation role of manufacturing flexibility

Pinheiro

Silva

Dias

et al. 2020

BPMJ

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PurposeThe purpose of this study is to examine the mediating role of manufacturing flexibility in the relationship between knowledge creation, technological turbulence and performance. In an increasingly competitive and changing environment, firms need to boost their technological and management know-how to adequately develop manufacturing flexibility.Design/methodology/approachThis study analyzes survey data collected from 370 manufacturing firms. Validity and reliability analyses were conducted using SPSS and Amos. The research hypotheses were tested using covariance-based structural equation modelling.FindingsThe main findings show that knowledge creation positively and significantly affects business and operational performances directly, and indirectly, through manufacturing flexibility. Moreover, technological turbulence has a positive and significant effect on it. This finding contributes to understanding why some firms get better outcomes from manufacturing flexibility than others, a disputed issue in the literature.Practical implicationsThis study highlights the need for manufacturing firms to foster cultures of knowledge creation, to better educate and train employees and to develop other instruments of knowledge creation.Originality/valueThis study makes several contributions to manufacturing flexibility literature: (1) establishing a link between technological turbulence and knowledge creation to develop manufacturing flexibility; (2) add empirical evidence on the relation between manufacturing flexibility and performance and (3) contributes to consolidating the mediation role of manufacturing flexibility in the relations between knowledge creation and business performance, as studies focussing on such a role are scarce in the literature.

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Manufacturing flexibility, business model design, and firm performance

Cited by 137 publications

References 60 publications

Learning from near-miss events: An organizational learning perspective on supply chain disruption response

Learning from near-miss events: An organizational learning perspective on supply chain disruption response

How to Make a Sustainable Manufacturing Process: A High-Commitment HRM System

Fostering knowledge creation to improve performance: the mediation role of manufacturing flexibility

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