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Manufacturing Organizations (manufacturing + organization)
Selected AbstractsUsing process-oriented holonic (PrOH) modelling to increase understanding of information systemsINFORMATION SYSTEMS JOURNAL, Issue 5 2008Ben Clegg Abstract., Methodologies for understanding business processes and their information systems (IS) are often criticized, either for being too imprecise and philosophical (a criticism often levied at softer methodologies) or too hierarchical and mechanistic (levied at harder methodologies). The process-oriented holonic modelling methodology combines aspects of softer and harder approaches to aid modellers in designing business processes and associated IS. The methodology uses holistic thinking and a construct known as the holon to build process descriptions into a set of models known as a holarchy. This paper describes the methodology through an action research case study based in a large design and manufacturing organization. The scientific contribution is a methodology for analysing business processes in environments that are characterized by high complexity, low volume and high variety where there are minimal repeated learning opportunities, such as large IS development projects. The practical deliverables from the project gave IS and business process improvements for the case study company. [source] Capacity building as a tool for assessing training and development activity: an Indian case studyINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 2 2008R. Krishnaveni In recognition of its increasing importance, many organizations make periodic assessments of their training and development activity. The objective of the present study was to extend the concept of capacity building to the assessment of training and development activity in an automobile component manufacturing organization, using a developed and validated instrument. The study subjects were 36 middle-level managers selected on a stratified basis. The research described here provides a new methodology for the evaluation of training and development activity. Perception-based, consensus-oriented assessment is proposed as a valuable tool for evaluating and improving training and development activity. Brainstorming sessions led to suggestions for enhancing capacity in identified lag areas. In addition, this assessment serves as a platform for subsequent evaluation of the effectiveness of training and development activity. [source] Does one good turn deserve another? coworker influences on employee citizenshipJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 2 2003William H. Bommer Social information processing and social learning theories were utilized to hypothesize that an employee's organizational citizenship behavior (OCB) is influenced by the collective OCB in one's workgroup. An aggregate measure of OCB was constructed based upon Podsakoff, MacKenzie, and Fetter's (1993) measures of Organ's (1988) typology of OCB, and the study was replicated using both supervisor and employee-provided ratings of OCB. The sample for this study included 566 employees (488 for the supervisor-rated analysis) from 56 workgroups in a manufacturing organization. The mean level of OCB for other members of one's workgroup explained significant variance in individual levels of OCB. We also found that this effect is moderated by the consistency of the display of the OCB within the workgroup. The consistency of OCB across coworkers was associated with more OCB by individuals and this effect was replicated across both supervisor and employee ratings. Explanations and uses for our findings are discussed. Copyright © 2003 John Wiley & Sons, Ltd. [source] The role of organizational size in the adoption of green supply chain management practices in ChinaCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 6 2008Qinghua Zhu Abstract Economic globalization, increasing resource scarcity and environmental degradation have caused green supply chain management (GSCM) to become an important competitive approach for organizations involved in international trade. Using survey data collected from over 200 China-based organizations, we compare the implementation levels of five GSCM practices among small-, medium- and large-sized organizations in China. We find that medium- and large-sized organizations are more advanced than their smaller-sized counterparts on most aspects, but not necessarily all, of these GSCM practices. Future research includes possible studies on GSCM practices and promotion, especially targeting small manufacturing organizations. In addition, the influence of globalization and foreign direct investment, especially after China's entry into the WTO, could be more carefully examined. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment. [source] Managing People to Promote InnovationCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2005Helen Shipton There is growing evidence available to suggest that Human Resource Management (HRM) practice is an important predictor of organizational performance. Drawing upon organizational learning perspectives, we argue that HRM systems also have the potential to promote organizational innovation. We present longitudinal data from thirty-five UK manufacturing organizations to suggest that effective HRM systems , incorporating sophisticated approaches to recruitment and selection, induction, appraisal and training , predict organizational innovation in products and production technology. We further show that organizational innovation is enhanced where there is a supportive learning climate, and inhibited (for innovation in production processes) where there is a link between appraisal and remuneration. [source] Understanding the role of managerial agency in achieving business benefits from ERP systemsINFORMATION SYSTEMS JOURNAL, Issue 3 2010Lorraine Staehr Abstract Previous enterprise resource planning (ERP) research has identified ,top management support' as an important factor in implementation success. However, most studies are short on the detail of exactly how and why ,top management support' contributes to ERP success. Moreover, although ,improved management decision-making' is often claimed as a business benefit of ERP systems, there is little evidence in previous ERP research of it having actually occurred. This paper examines the role of managerial agency at all levels in four Australian manufacturing organizations in achieving business benefits from ERP systems during the post-implementation period. The research contributes to current understanding of the role of managerial agency in achieving business benefits from ERP systems by providing theoretically based, detailed and interesting insights from four interpretive case studies. [source] Evidence of an Interaction Involving Complexity and Coupling as Predicted by Normal Accident TheoryJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 3 2007Frederick Wolf This paper describes a test of the principle hypothesis of Normal Accident Theory. It posits and tests for the existence of an interaction involving interactive complexity and coupling associated with in an important class of manufacturing organizations. Ninety four (n=94) petroleum refineries located in the United States during the five-year period 1993,97 were examined. The dependent variable in this test was the ratio of Reportable Quantity accidental hazardous chemical releases per unit of production. Refinery capacity and age were included as control variables. This study identified a statistically significant interaction involving interactive complexity and coupling, as predicted by Normal Accident Theory. The interaction appears to be consistent with an important core hypothesis of normal accident theory over a significant portion of its domain. The nature of this interaction and its potential relevance to organizational sense making is discussed. Additional opportunities for quantitative research involving Normal Accident Theory are identified. [source] Integrating Decentralized Strategy Making and Strategic Planning Processes in Dynamic EnvironmentsJOURNAL OF MANAGEMENT STUDIES, Issue 8 2004Torben Juul Andersen abstract Decentralized post-bureaucratic organizations are deemed to display superior performance in dynamic environments, but recent evidence indicates that centralized integrative cross-functional processes may be equally critical. Accordingly, this paper hypothesizes that organizational performance can be ascribed to the simultaneous emphasis on decentralized strategy making and strategic planning processes. This is investigated in a study of 185 manufacturing organizations operating in diverse industries spanning food processing and computer products. The study shows that both decentralized decision structure and planning activities are associated with higher performance in dynamic environments. These findings confirm that effective organizations engage in more complex strategy formation processes that complement the decentralized post-bureaucratic form with formal mechanisms of rational analyses and operational integration. The paper highlights a need to extend our understanding of the duality between decentralization and planning. [source] Validating the organizational climate measure: links to managerial practices, productivity and innovationJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2005Malcolm G. Patterson This paper describes the development and validation of a multidimensional measure of organizational climate, the Organizational Climate Measure (OCM), based upon Quinn and Rohrbaugh's Competing Values model. A sample of 6869 employees across 55 manufacturing organizations completed the questionnaire. The 17 scales contained within the measure had acceptable levels of reliability and were factorially distinct. Concurrent validity was measured by correlating employees' ratings with managers' and interviewers' descriptions of managerial practices and organizational characteristics. Predictive validity was established using measures of productivity and innovation. The OCM also discriminated effectively between organizations, demonstrating good discriminant validity. The measure offers researchers a relatively comprehensive and flexible approach to the assessment of organizational members' experience and promises applied and theoretical benefits. Copyright © 2005 John Wiley & Sons, Ltd. [source] The role of project management maturity and organizational culture in perceived performancePROJECT MANAGEMENT JOURNAL, Issue 3 2009Hulya Julie Yazici Abstract This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations. [source] Implementing Evaluation of the Measurement Process in an Automotive Manufacturer: a Case StudyQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 5 2003Graeme Knowles Abstract Reducing process variability is presently an area of much interest in manufacturing organizations. Programmes such as Six Sigma robustly link the financial performance of the organization to the degree of variability present in the processes and products of the organization. Data, and hence measurement processes, play an important part in driving such programmes and in making key manufacturing decisions. In many organizations, however, little thought is given to the quality of the data generated by such measurement processes. By using potentially flawed data in making fundamental manufacturing decisions, the quality of the decision-making process is undermined and, potentially, significant costs are incurred. Research in this area is sparse and has concentrated on the technicalities of the methodologies available to assess measurement process capability. Little work has been done on how to operationalize such activities to give maximum benefit. From the perspective of one automotive company, this paper briefly reviews the approaches presently available to assess the quality of data and develops a practical approach, which is based on an existing technical methodology and incorporates simple continuous improvement tools within a framework which facilitates appropriate improvement actions for each process assessed. A case study demonstrates the framework and shows it to be sound, generalizable and highly supportive of continuous improvement goals. Copyright © 2003 John Wiley & Sons, Ltd. [source] Determinants of integrated product development diffusionR & D MANAGEMENT, Issue 1 2006Todd Boyle Integrated product development (IPD) is an approach for developing new products focused on the early and active involvement of design, manufacturing, marketing and other key new product development (NPD) stakeholders in order to achieve cross-functional integration and concurrent execution of various NPD activities. The benefits of IPD are well known in both the academic literature and popular press, including significant reductions in NPD cycle time and costs. However, in spite of these benefits, for the majority of manufacturing organizations, IPD is not used on 100% of NPD projects. This research develops a model of the organizational contextual factors influencing the diffusion of IPD in organizations. Results of surveying 269 NPD managers indicate that the complexity of certain IPD practices and support for IPD directly influence IPD diffusion, while an innovative organizational climate and the complexity of the organization's NPD activities indirectly influence IPD diffusion through IPD support. [source] A Model of Supplier Integration into New Product Development*THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2003Kenneth J. Petersen In many industries, firms are looking for ways to cut concept-to-customer development time, to improve quality, and to reduce the cost of new products. One approach shown to be successful in Japanese organizations involves the integration of material suppliers early in the new product development cycle. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. While prior research shows the benefit of using this approach, execution remains a problem. The processes for identifying and integrating suppliers into the new product development (NPD) process in North American organizations are not understood well. This problem is compounded by the fact that design team members often are reluctant to listen to the technology and cost ideas made by suppliers in new product development efforts. We suggest a model of the key activities required for successful supplier integration into NPD projects, based on case studies with 17 Japanese and American manufacturing organizations. The model is validated using data from a survey of purchasing executives in global corporations with at least one successful and one unsuccessful supplier integration experience. The results suggest that (1) increased knowledge of a supplier is more likely to result in greater information sharing and involvement of the supplier in the product development process; (2) sharing of technology information results in higher levels of supplier involvement and improved outcomes; (3) supplier involvement on teams generally results in a higher achievement of NPD team goals; (4) in cases when technology uncertainty is present, suppliers and buyers are more likely to share information on NPD teams; and (5) the problems associated with technology uncertainty can be mitigated by greater use of technology sharing and direct supplier participation on new product development teams. A supplier's participation as a true member of a new product development team seems to result in the highest level of benefits, especially in cases when a technology is in its formative stages. [source] | ||||||||||