Dépouillements

Relationship between just-in-time manufacturing practices and performance / Alan W. Mackelprang in Journal of operations management, Vol. 28 N° 4 (Juillet 2010) 

Public ISBD [article]  in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 283–302 Titre : Relationship between just-in-time manufacturing practices and performance : A meta-analytic investigation Type de document : texte imprimé Auteurs : Alan W. Mackelprang, Auteur ; Anand Nair, Auteur Année de publication : 2011 Article en page(s) : pp. 283–302 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Just-in-time  practices  Performance  Meta-analysis  of  correlations  Theory  development Résumé : Just-in-time (JIT) manufacturing is among the most commonly researched topics in the area of operations management. This study examines the relationship between JIT manufacturing practices and performance outcomes by means of meta-analysis of correlations approach. Based on an in-depth analysis of literature spanning from 1992 to 2008, the results of this meta-analytic investigation support a positive relationship between JIT manufacturing practices and aggregate performance. However, the findings suggest that not all individual JIT practices are associated with all types of performance outcomes. This study highlights the JIT practices that have the greatest impact on individual performance outcomes and emphasizes the role of moderating factors in the relationship between JIT practices and performance. Theoretical and managerial implications are discussed and directions for future theory building in JIT are presented. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S027269630900076X [article] Relationship between just-in-time manufacturing practices and performance : A meta-analytic investigation [texte imprimé] / Alan W. Mackelprang, Auteur ; Anand Nair, Auteur . - 2011 . - pp. 283–302. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 283–302 Mots-clés : Just-in-time  practices  Performance  Meta-analysis  of  correlations  Theory  development Résumé : Just-in-time (JIT) manufacturing is among the most commonly researched topics in the area of operations management. This study examines the relationship between JIT manufacturing practices and performance outcomes by means of meta-analysis of correlations approach. Based on an in-depth analysis of literature spanning from 1992 to 2008, the results of this meta-analytic investigation support a positive relationship between JIT manufacturing practices and aggregate performance. However, the findings suggest that not all individual JIT practices are associated with all types of performance outcomes. This study highlights the JIT practices that have the greatest impact on individual performance outcomes and emphasizes the role of moderating factors in the relationship between JIT practices and performance. Theoretical and managerial implications are discussed and directions for future theory building in JIT are presented. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S027269630900076X

Role of explicit and tacit knowledge in Six Sigma projects / Gopesh Anand in Journal of operations management, Vol. 28 N° 4 (Juillet 2010) 

Public ISBD [article]  in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 303–315 Titre : Role of explicit and tacit knowledge in Six Sigma projects : An empirical examination of differential project success Type de document : texte imprimé Auteurs : Gopesh Anand, Auteur ; Peter T. Ward, Auteur ; Mohan V. Tatikonda, Auteur Année de publication : 2011 Article en page(s) : pp. 303–315 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Knowledge  management  Organizational  learning  Process  improvement  Six  Sigma  Tacit  knowledge  Teams Résumé : This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit-knowledge-creation practices in process improvement. Data is gathered via a cross-sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge-creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people-oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000771 [article] Role of explicit and tacit knowledge in Six Sigma projects : An empirical examination of differential project success [texte imprimé] / Gopesh Anand, Auteur ; Peter T. Ward, Auteur ; Mohan V. Tatikonda, Auteur . - 2011 . - pp. 303–315. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 303–315 Mots-clés : Knowledge  management  Organizational  learning  Process  improvement  Six  Sigma  Tacit  knowledge  Teams Résumé : This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit-knowledge-creation practices in process improvement. Data is gathered via a cross-sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge-creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people-oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000771

On the alignment of the purposes and views of process models in project management / Tyson R. Browning in Journal of operations management, Vol. 28 N° 4 (Juillet 2010) 

Public ISBD [article]  in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 316–332 Titre : On the alignment of the purposes and views of process models in project management Type de document : texte imprimé Auteurs : Tyson R. Browning, Auteur Année de publication : 2011 Article en page(s) : pp. 316–332 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Project  management  Process  modeling  Task-technology  fit  Decision  support Résumé : A project manager makes decisions based on what he or she sees and understands. In large, complex projects (or programs), a manager cannot see the entire “territory” between project start and completion and therefore must rely on models or “maps” to support planning and decisions. When it comes to planning and coordinating work, project managers commonly use a variety of process model views such as flowcharts, Gantt charts, responsibility assignment matrices, and narrative descriptions. However, these views may not contain the right information to best support the purpose or decision at hand. This paper investigates the fit between model views (a kind of technology) and the managerial decisions (a kind of task) they support. Through analysis of the literature and case study data, this research identifies: (1) a set of 28 purposes for which managers draw upon process models for decision support, (2) a set of 15 views of process models, and (3) a set of 56 information attributes involved in supporting the purposes and provided by the views. The paper develops new measures of the sufficiency and extraneousness of the attributes for each purpose and view. Analysis of the evidence suggests substantial misalignment between managers’ purposes and tools. Drawing on task-technology fit theory, the paper discusses the theoretical and managerial implications of these results and contributes a new construct, purpose-view alignment, which may help explain project success in future studies. The paper also presents insights for researchers and managers on how to develop customized views that are more suitable for particular managerial tasks. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000862 [article] On the alignment of the purposes and views of process models in project management [texte imprimé] / Tyson R. Browning, Auteur . - 2011 . - pp. 316–332. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 316–332 Mots-clés : Project  management  Process  modeling  Task-technology  fit  Decision  support Résumé : A project manager makes decisions based on what he or she sees and understands. In large, complex projects (or programs), a manager cannot see the entire “territory” between project start and completion and therefore must rely on models or “maps” to support planning and decisions. When it comes to planning and coordinating work, project managers commonly use a variety of process model views such as flowcharts, Gantt charts, responsibility assignment matrices, and narrative descriptions. However, these views may not contain the right information to best support the purpose or decision at hand. This paper investigates the fit between model views (a kind of technology) and the managerial decisions (a kind of task) they support. Through analysis of the literature and case study data, this research identifies: (1) a set of 28 purposes for which managers draw upon process models for decision support, (2) a set of 15 views of process models, and (3) a set of 56 information attributes involved in supporting the purposes and provided by the views. The paper develops new measures of the sufficiency and extraneousness of the attributes for each purpose and view. Analysis of the evidence suggests substantial misalignment between managers’ purposes and tools. Drawing on task-technology fit theory, the paper discusses the theoretical and managerial implications of these results and contributes a new construct, purpose-view alignment, which may help explain project success in future studies. The paper also presents insights for researchers and managers on how to develop customized views that are more suitable for particular managerial tasks. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000862

Formal control and social control in domestic and international buyer–supplier relationships / Yuan Li in Journal of operations management, Vol. 28 N° 4 (Juillet 2010) 

Public ISBD [article]  in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 333–344 Titre : Formal control and social control in domestic and international buyer–supplier relationships Type de document : texte imprimé Auteurs : Yuan Li, Auteur ; En Xie, Auteur ; Hock-Hai Teo, Auteur Année de publication : 2011 Article en page(s) : pp. 333–344 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Buyer–supplier  relationships  Formal  control  Social  control  Institutionalization  China Résumé : Focusing on long-term buyer–supplier relationships, this article addresses two questions: (1) What are the antecedents that lead to the adoption of formal control, social control, or both? (2) What is the nature of the relationship between formal control and social control - are they substitutes or complements? We develop a model to investigate the impact of the length of cooperation and institutionalization on the use of control mechanisms. Further, we argue that in China, formal control and social control may be substitutes in domestic buyer–supplier relationships, but they may be complements in international relationships. Survey data collected nationwide with executives in 380 domestic and 200 international buyer–supplier relationships in China are used to test our hypotheses. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000874 [article] Formal control and social control in domestic and international buyer–supplier relationships [texte imprimé] / Yuan Li, Auteur ; En Xie, Auteur ; Hock-Hai Teo, Auteur . - 2011 . - pp. 333–344. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 333–344 Mots-clés : Buyer–supplier  relationships  Formal  control  Social  control  Institutionalization  China Résumé : Focusing on long-term buyer–supplier relationships, this article addresses two questions: (1) What are the antecedents that lead to the adoption of formal control, social control, or both? (2) What is the nature of the relationship between formal control and social control - are they substitutes or complements? We develop a model to investigate the impact of the length of cooperation and institutionalization on the use of control mechanisms. Further, we argue that in China, formal control and social control may be substitutes in domestic buyer–supplier relationships, but they may be complements in international relationships. Survey data collected nationwide with executives in 380 domestic and 200 international buyer–supplier relationships in China are used to test our hypotheses. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000874

Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation—A focus on total effects / Jayanth Jayaram in Journal of operations management, Vol. 28 N° 4 (Juillet 2010) 

Public ISBD [article]  in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 345–356 Titre : Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation—A focus on total effects Type de document : texte imprimé Auteurs : Jayanth Jayaram, Auteur ; Sanjay L. Ahire, Auteur ; Paul Dreyfus, Auteur Année de publication : 2011 Article en page(s) : pp. 345–356 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Total  effects  Total  quality  management  Contingency  theory  Structural  equation  modeling Résumé : Past TQM literature has been inconclusive in resolving the validity of the universalistic approach versus the contingency approach of TQM implementation. In this paper we contribute to the resolution of this debate by using a total effects approach within the contingency perspective. We propose a culture-quality system design-outcomes framework for TQM implementation. We then use this framework to study the differences in total effects relationships among TQM constructs across four contingencies, firm size, TQM duration, unionization, and industry type. Data from a sample of 394 plants (SIC codes 20 through 39) are used to test the validity of our contingency model. Our results revealed that firm size, TQM duration, and industry type moderate the influence of total effects of culture (top management commitment, customer focus, and trust) on final outcomes (process quality, product quality, and customer satisfaction). These contingencies also moderate the influence of total effects of quality system design (design management, training, empowerment, quality information usage, supplier quality management, and process quality management) on final outcomes. The strongest contributor to variation in total effects across groups was industry type, followed by size and then TQM duration. To a lesser extent, unionization was a moderator in total effects relationships. These findings uniquely contribute to the emerging contingency theory of TQM implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000886 [article] Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation—A focus on total effects [texte imprimé] / Jayanth Jayaram, Auteur ; Sanjay L. Ahire, Auteur ; Paul Dreyfus, Auteur . - 2011 . - pp. 345–356. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 345–356 Mots-clés : Total  effects  Total  quality  management  Contingency  theory  Structural  equation  modeling Résumé : Past TQM literature has been inconclusive in resolving the validity of the universalistic approach versus the contingency approach of TQM implementation. In this paper we contribute to the resolution of this debate by using a total effects approach within the contingency perspective. We propose a culture-quality system design-outcomes framework for TQM implementation. We then use this framework to study the differences in total effects relationships among TQM constructs across four contingencies, firm size, TQM duration, unionization, and industry type. Data from a sample of 394 plants (SIC codes 20 through 39) are used to test the validity of our contingency model. Our results revealed that firm size, TQM duration, and industry type moderate the influence of total effects of culture (top management commitment, customer focus, and trust) on final outcomes (process quality, product quality, and customer satisfaction). These contingencies also moderate the influence of total effects of quality system design (design management, training, empowerment, quality information usage, supplier quality management, and process quality management) on final outcomes. The strongest contributor to variation in total effects across groups was industry type, followed by size and then TQM duration. To a lesser extent, unionization was a moderator in total effects relationships. These findings uniquely contribute to the emerging contingency theory of TQM implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000886

The scholarly exchange of knowledge in Operations Management / Kevin Linderman in Journal of operations management, Vol. 28 N° 4 (Juillet 2010) 

Public ISBD [article]  in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 357–366 Titre : The scholarly exchange of knowledge in Operations Management Type de document : texte imprimé Auteurs : Kevin Linderman, Auteur ; Aravind Chandrasekaran, Auteur Année de publication : 2011 Article en page(s) : pp. 357–366 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Knowledge  Citation  analysis  Co-citations  interpretive  methods  Inter-disciplinary  Citation  exchange  among  disciplines Résumé : A number of studies have investigated the quality of journals in Operations Management. This research steps back from these studies and investigates the exchange of ideas within Operations Management journals and between other management disciplines (Management, Marketing, and Finance) during the last decade (1998–2007). Journal citation metrics provide a measure for the exchange of scholarly ideas. Operations Management (OM) journals show a willingness to cross-pollinate ideas with other management disciplines. But, they also tend to have a higher level of self citations and lower level of within discipline citation exchanges when compared to other management disciplines. As a result, Operations Management journals may reflect methodological silos in the field that could potentially dampen scholarly exchange. In general, increasing the diversity of scholarly exchanges within Operations Management, and conducting more cross-disciplinary research with other management disciples should improve the scholarly development of Operations Management. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000916 [article] The scholarly exchange of knowledge in Operations Management [texte imprimé] / Kevin Linderman, Auteur ; Aravind Chandrasekaran, Auteur . - 2011 . - pp. 357–366. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 357–366 Mots-clés : Knowledge  Citation  analysis  Co-citations  interpretive  methods  Inter-disciplinary  Citation  exchange  among  disciplines Résumé : A number of studies have investigated the quality of journals in Operations Management. This research steps back from these studies and investigates the exchange of ideas within Operations Management journals and between other management disciplines (Management, Marketing, and Finance) during the last decade (1998–2007). Journal citation metrics provide a measure for the exchange of scholarly ideas. Operations Management (OM) journals show a willingness to cross-pollinate ideas with other management disciplines. But, they also tend to have a higher level of self citations and lower level of within discipline citation exchanges when compared to other management disciplines. As a result, Operations Management journals may reflect methodological silos in the field that could potentially dampen scholarly exchange. In general, increasing the diversity of scholarly exchanges within Operations Management, and conducting more cross-disciplinary research with other management disciples should improve the scholarly development of Operations Management. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000916

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