1,721,094 research outputs found
Operations Management Research: Some Reflections on Evolution, Models and Empirical Studies in OM
No full textntroduces the special issue and starts with an overview of the evolution of OM studies. Examines the development of OM research, particularly in the 1980s and 1990s, both as regards topics and research approaches involved. Reflects on the problems and perspectives of the OM research which has been carried out on this question. Taking into account the fact that empirical research is assuming an increasingly important role in OM, seeks to highlight the need to improve the quality of such research and, especially, that of the survey, in order to support theory development in this field
The Impact of Product Modularity on NPD Time Performance: Moderating effect of Interfunctional Integration and supplier involvement
No full textProduct modularity is a strategic approach to product development that, according to several authors, can be used by manufacturers to speed up
the new product development (NPD) process. Although the potential benefits of product modularity seem compelling, there is rarely even anecdotal
evidence of these advantages. Moreover, some doubts can be expressed whether a clear relationship between NPD time performance and product
modularity always exists. This paper analyzes the influence of product modularity on NPD time performance and the moderating effect on this
relationship of interfunctional integration and supplier involvement in NPD. Data from a sample of 251 manufacturing firms settled in several
countries around the world demonstrates that there is a positive relationship between product modularity and NPD time performance, and that
interfunctional integration in NPD acts as moderator in this relationship. Differently, supplier involvement has only main effects on NPD time
performanc
Co-evolution of organizational ambidexterity and competitive environment: the results of an Italian case study
No full textRecent development of the innovation literature clearly point that there are many tensions, paradoxes and dilemmas associated with innovation activities. Building ambidexterity capability has been recently proved to be key points for managing and resolving conflicting demands and conflicting activities. How firms can develop and sustain ambidexterity capability, however, still remain major points of discussion and the need exists for additional conceptual and empirical investigations. Furthermore, organizations are recognized to be in continuous interaction with their competitive environment, and to co-evolve with it, by reconfiguring their activities and design to meet environmental changes. However, there are no studies that take a temporally sensitive perspective, capturing ambidexterity co-evolution with the organization’s environment. The aim of this paper is therefore, on the one hand, to analyze how firms can achieve ambidexterity and, on the other hand, to explore how ambidexterity capability co-evolves with the competitive environment. To better reveal the complexity of the phenomenon, we decided to conduct a longitudinal case study, using a fine grained unit of analysis: the early phase of the innovation process - search phase . The case study contributes to the literature on ambidexterity capability in two main ways. On the one hand it has enabled us to identify a potential three-phased process by which firms should succeed in achieving ambidexterity. On the other hand, the case study clearly shows that there is no single ambidextrous configuration that makes it possible to support all environmental conditions that the organization must address over tim
Knowledge Management and the Development of Dynamic Capabilities: An Empirical Analysis in SMEs
No full textKnowledge Management projects and practices can serve as a means to develop dynamic capabilities in order to stimulate exploration and exploitation. The aim of this paper is to analyse how KM projects can contribute to the development of dynamic capabilities and how they can stimulate the development of new routines for exploration and exploitation. The paper is based on four case studies of SMEs that have implemented KM projects. Results show that under some conditions KM projects can give an important contribution to the development of dynamic capabilities for both exploration and exploitation
Direct and mediated effects of product modularity on development time and product performance
No full textProduct modularity is often considered a crucial driver for the improvement of new product development (NPD) performance, in terms of NPD time and product performance, especially in those contexts characterized by a high product variety and constantly changing demand. However, quantitative studies demonstrating these links are scant and an increasing amount of anecdotal evidence suggests there is a need to develop a more complete theory on the effects of product modularity on NPD time and product performance by examining the potential mediating effect of supplier involvement in NPD. To meet this need, we analyzed the impact of product modularity on NPD time and product performance, and whether supplier involvement in NPD can mediate “modularity-NPD time” and “modularity-product performance” relationships. Data from a sample of 201 manufacturing plants demonstrate that product modularity significantly affects NPD time and product performance. In addition, the impact of modularity was partially mediated by the involvement of suppliers in NPD. A better understanding of this effect can contribute to clarifying the mechanisms by which product modularity affects NPD time and product performance and thus could give guidance to managers on how to lever product modularity in order to improve the NPD proces
Integration capabilities as mediator of product development practices-performance
No full textThe use of integration practices, both internal (where various
functions work together) and external (links with customers and
suppliers during development), are espoused in the new product
development (NPD) literature. However, empirical findings in the
literature suggest adoption of integration practices does not
necessarily lead to positive performance. We introduce the concept of integration capabilities to explain the relationship between use of integration practices and NPD performance. We tested a mediation model using data from 141 Japanese and American firms and found that effects of both types of integration on time and product performance were mediated by the integration capabilities developed. We also found differential effects of the type of integration. The findings demonstrate that developing superior integration capabilities are needed for companies to meet and exceed product development expectations in terms of both product and time performance. Simply, a company may utilize integration practices but if it does not utilize them in such a way as to generate real capabilities, the use of integration practices may not lead to
positive performance effects
Is Integration Enough for Fast Product Development? An Empirical Investigation of The Contextual Effects of Product Vision
No full textMapping the structure and evolution of organizational ambidexterity using bibliometrics techniques
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