The integration of manufacturing and marketing/sales decisions: impact on organizational performance

O'Leary-Kelly, Scott W; Flores, Benito E.

doi:10.1016/s0272-6963(02)00005-0

Cited by 277 publications

(215 citation statements)

References 59 publications

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“…High levels of integration leads to better cost, quality, and delivery performance (Dröge et al 2004, Germain and Iyer 2006, Gimenez and Ventura 2005, Iansiti and Clark 1994, O'Leary-Kelly and Flores 2002, Stank et al 2001. It is particularly beneficial in environments characterized by high levels of uncertainty because it enables the organization to respond to interruptions in organizational routines Parker 2012, Iansiti andClark 1994).…”

Section: Prior Research On Operational Failures and Lean Manufacturinmentioning

confidence: 99%

“…These issues were not explicitly addressed in SB's rules-in-use, suggesting-as other scholars have found-that the rules are insufficient for fully preventing operational failures in hospitals (Ghosh and Sobek 2006). We define internal integration as the extent to which separate departments within an organization work together to efficiently meet endcustomers' needs (Kahn and Mentzer 1998, O'Leary-Kelly and Flores 2002, Pagell 2004. We argue that high levels of internal integration were required to prevent operational failures due to distinctive features of medical/surgical nursing units, which resulted in uncertainty in the supplies needed for patient care.…”

Section: Integrationmentioning

confidence: 99%

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Lean in healthcare – history and recent developments

Sloan¹,

Fitzgerald²,

Hayes³

et al. 2014

Journal of Health Organization and Management

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Abstract:The performance gap between hospital spending and outcomes is indicative of inefficient care delivery. Operational failures-breakdowns in internal supply chains that prevent work from being completed-contribute to inefficiency by consuming 10% of nurses' time (Hendrich et al. 2008, Tucker 2004. This paper seeks to identify organizational factors associated with operational failures, with a goal of providing insight into effective strategies for removal. We observed nurses on medical/ surgical units at two hospitals, shadowed support staff who provided materials, and interviewed employees about their internal supply chain's performance. These activities created a database of 120 operational failures and the organizational factors that contributed to them. We found that employees believed their department's performance was satisfactory, but poorly trained employees in other departments caused the failures. However, only 14% of the operational failures arose from errors or training. They stemmed instead from multiple organizationally-driven factors: insufficient workspace (29%), poor process design (23%), and a lack of integration in the internal supply chains (23%). Our findings thus suggest that employees are unlikely to discern the role that their department's routines play in operational failures, which hinders solution efforts. Furthermore, in contrast to the "Pareto Principle" which advocates addressing "large" problems that contribute a disproportionate share of the cumulative negative impact of problems, the failures and causes were dispersed over a wide range of factors. Thus, removing failures will require deliberate crossfunctional efforts to redesign workspaces and processes so they are better integrated with patients' needs.

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Section: Prior Research On Operational Failures and Lean Manufacturinmentioning

confidence: 99%

Section: Integrationmentioning

confidence: 99%

Lean in healthcare – history and recent developments

Sloan¹,

Fitzgerald²,

Hayes³

et al. 2014

Journal of Health Organization and Management

View full text Add to dashboard Cite

show abstract

“…A 2002 literature review noted that, although there are great number of conceptual and prescriptive articles describing the value of the MM interface, empirical studies are rare (O'Leary-Kelly and Flores, 2002). (Studies on new product development (e.g.…”

Section: Manufacturing-marketing (Mm) Interfacementioning

confidence: 99%

“…ERP Systems and the manufacturing-marketing interface: An information processing theory view. (Tatikonda and Montoya-Weiss, 2001;Calantone, Droge and Vickery, 2002;O'Leary-Kelly and Flores, 2002), competitor unpredictability (Calantone et al, 2002), frequency of new product introductions (Calantone et al, 2002), and novelty of products and internal processes (Tatikonda and Montoya-Weiss, 2001). …”

Section: Manufacturing-marketing (Mm) Interfacementioning

confidence: 99%

“…for managing the MM interface). These include lateral relations between functions--for example the degree to which functions work together (Hausman et al, 2002;McAfee, 2002;O'Leary-Kelly and Flores, 2002) or consult with one another (Sawhney and Piper, 2002). Lateral relations are also an important interface mechanism used in concurrent design (Ettlie, 1995;Tatikonda and Montoya-Weiss, 2001).…”

Section: Mechanisms For Achieving MM Integrationmentioning

confidence: 99%

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Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Gattiker

2007

International Journal of Production Research

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This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. International Journal of Production Research, 45(13): 2895-2917.. International Journal of Production Research is available online at: http://www.informaworld.com/smpp. DOI: 10.1080/00207540600690511This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. AbstractThe manufacturing-marketing (MM) interface has received substantial consideration in the operations management literature; however, relatively little attention has been paid to the role of information systems in facilitating MM integration. As integrated cross-functional systems, enterprise resource planning systems (ERP) are well-suited to provide MM integration. Based on information processing theory, the central proposition of this paper is the greater the interdependence between manufacturing and marketing, the greater the benefit of ERP. Specifically, H1 states that the greater ERP-enabled coordination between manufacturing and marketing, the greater the benefit of ERP to the plant. H2 states that the degree to which ERP-enabled manufacturing-marketing coordination improvements are realized, depends on the amount of interdependence between manufacturing and marketing. Using multiple regression, the model is tested on survey data from 107 manufacturing plants running ERP. The data support H1 and H2. These findings support the general proposition that interdependence between functions is one factor that influences the degree to which organizations reap benefits from their ERP investments. Based on the ERP literature, the model controls for the amount of time that ERP has been running in the plant; This factor was found to be insignificant in the model. However, exploratory analysis finds that time is associated with other ERP benefits.Keywords: Enterprise systems (ERP); Manufacturing-Marketing interface; Interdependence; Information Processing Theory This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view.

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Exploring the relationship between environmental collaboration and business performance with mediating effect of responsible consumption and production

2022

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This study aims to examine the relationship between inter-organisational and intraorganisational environmental collaboration practices and business performance. It also investigates the mediating role of responsible consumption and production practices on various environmental collaboration and business performance relationships.Drawing from the relational view and resource-based view, a model to analyse environmental collaboration, responsible consumption and production practices and business performance relationships is theorised and examined using a sample of 249 from manufacturing firms. Direct and mediating relationships between constructs have been assessed through structural equation modelling technique. Environmental collaboration with suppliers, customers and logistics providers directly influences firms' business performance. However, mediation analysis suggests the direct relationship between environmental collaboration practices with suppliers and business performance weakened in the presence of responsible consumption and production practices, indicating partial mediation between environmental collaboration with suppliers and business performance relationship. Also, direct relationships between environmental collaboration with customers and logistics providers and business performance become nonsignificant in the presence of responsible consumption and production practices, indicating the full mediating effect of responsible consumption and production practices. This study extends supply chain collaboration and sustainable development goal literature by offering valuable insights into environmental collaboration, responsible consumption and production and business performance relationships. The findings can assist practitioners in improving business performance through environmental collaboration and responsible consumption and production practices.

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The integration of manufacturing and marketing/sales decisions: impact on organizational performance

Cited by 277 publications

References 59 publications

Lean in healthcare – history and recent developments

Lean in healthcare – history and recent developments

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Exploring the relationship between environmental collaboration and business performance with mediating effect of responsible consumption and production

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