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Article
Publication date: 21 March 2022

Luca Vendraminelli, Laura Macchion, Anna Nosella and Andrea Vinelli

Digital advancements offer several opportunities to firms to gain competitive advantages, pushing them to transform their operating models. From the managerial standpoint…

Abstract

Purpose

Digital advancements offer several opportunities to firms to gain competitive advantages, pushing them to transform their operating models. From the managerial standpoint, governing a digital transformation process is a complex task, as it means steering the process that goes from the exploration of the ample spectrum of opportunities that digital technologies provide, to the reduction of this complexity to a final set of actions to be designed and executed. As design theories are suited to solve complex problems, the purpose of this paper is to frame a design-driven approach to plan and execute a digital transformation.

Design/methodology/approach

This study pivots on an in-depth case study of a large Italian firm in the fashion sector that adopted design thinking to craft its digital transformation strategy and turn it into a list of projects to be executed.

Findings

Drawing from design theories, the authors framed a three-stage process (understanding reality, defining a digital transformation strategy and converting the digital transformation strategy into digital projects).

Research limitations/implications

The external validity of the study is limited due to the choice to rely on an in-depth single case study.

Practical implications

The framework provided offers a structure for managing the digital transformation through strategy development and execution. Moreover, practitioners and companies can evaluate if their digital transformation process is under control and reflect whether they have been giving the right attention to each of the three identified stages. They could follow the footsteps of EYEWEAR and adopt the proposed framework to design their company’s digital transformation process.

Social implications

This paper is supposed to help firms in reflecting on how to organize their digital transformation process. A positive transition to digital technologies enabled by the human-centeredness of design is likely to improve the quality of life of the people that belong to the transformed organization.

Originality/value

To the best of the authors’ knowledge, this study is one of the first research attempts at the crossroad between the fields of design, strategy and technology management and a groundwork for further studies to be conducted in this field.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Open Access
Article
Publication date: 11 May 2021

Ambra Galeazzo, Andrea Furlan and Andrea Vinelli

Drawing on the theoretical concept of organisational fit, this paper questions the relevance of employees' participation in the link between continuous improvement (CI…

2897

Abstract

Purpose

Drawing on the theoretical concept of organisational fit, this paper questions the relevance of employees' participation in the link between continuous improvement (CI) and operational performance. The literature has long emphasised that to be successful, CI implementation needs to rely on employees' involvement as soon as its inception. This paper argues that this approach is not generalisable.

Design/methodology/approach

Based on a database of 330 firms across 15 countries, regression analyses were used to hypothesise that the fit between CI and employee participation is positively associated with operational performance, and that the fit between CI and centralisation of authority is negatively associated with operational performance. The authors also ran a robustness check with polynomial regression analyses and the response surface methodology.

Findings

CI–employee participation fit is positively associated with operational performance, suggesting that there is less need for employees to be involved when a firm has scarcely developed CI. Employee participation becomes gradually more relevant as CI progresses. Moreover, the results demonstrate that the CI–centralisation of authority fit is negatively associated with operational performance, suggesting that a top-down management approach with centralised authority is preferable when CI is low, whereas a bottom-up management approach is helpful when a firm has extensively developed CI.

Originality/value

This research draws on the concept of organisational fit to explore the relationships between internal practices in the operations management literature. The authors suggest that managers should dynamically balance the practices of employee participation and centralisation of authority as CI improves. This study highlights that CI has different evolutionary levels that require different managerial approaches and practices.

Details

International Journal of Operations & Production Management, vol. 41 no. 13
Type: Research Article
ISSN: 0144-3577

Keywords

Open Access
Article
Publication date: 30 March 2022

Cristina Ledro, Anna Nosella and Andrea Vinelli

Due to the recent development of Big Data and artificial intelligence (AI) technology solutions in customer relationship management (CRM), this paper provides a systematic…

1114

Abstract

Purpose

Due to the recent development of Big Data and artificial intelligence (AI) technology solutions in customer relationship management (CRM), this paper provides a systematic overview of the field, thus unveiling gaps and providing promising paths for future research.

Design/methodology/approach

A total of 212 peer-reviewed articles published between 1989 and 2020 were extracted from the Scopus database, and 2 bibliometric techniques were used: bibliographic coupling and keywords’ co-occurrence.

Findings

Outcomes of the bibliometric analysis enabled the authors to identify three main subfields of the AI literature within the CRM domain (Big Data and CRM as a database, AI and machine learning techniques applied to CRM activities and strategic management of AI–CRM integrations) and capture promising paths for future development for each of these subfields. This study also develops a three-step conceptual model for AI implementation in CRM, which can support, on one hand, scholars in further deepening the knowledge in this field and, on the other hand, managers in planning an appropriate and coherent strategy.

Originality/value

To the best of the authors’ knowledge, this study is the first to systematise and discuss the literature regarding the relationship between AI and CRM based on bibliometric analysis. Thus, both academics and practitioners can benefit from the study, as it unveils recent important directions in CRM management research and practices.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 13
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 14 July 2017

Laura Macchion, Antonella Maria Moretto, Federico Caniato, Maria Caridi, Pamela Danese and Andrea Vinelli

The purpose of this paper is to analyse whether the adoption of e-commerce improves company business, innovation and operational performance and whether sales…

4694

Abstract

Purpose

The purpose of this paper is to analyse whether the adoption of e-commerce improves company business, innovation and operational performance and whether sales internationalisation might moderate this relationship.

Design/methodology/approach

The research is based on a survey within the fashion industry and a multi-step linear regression model investigating the relationships between e-commerce and performance.

Findings

Results reveal that e-commerce improves innovation performance but has no significant relationship with business and operational performance. Also investigating whether the sales internationalisation might moderate the relationship between e-commerce and performance, the findings reveal that the adoption of these tools might even be negative when applied at the international level in particular by considering innovation operational practices, and the research suggests for fashion companies the necessity to develop strong markets’ knowledge and brand awareness among foreign markets and customers before investing internationally.

Originality/value

This paper offers an original analytical approach to identifying the relationships between a company’s adoption of e-commerce, performance and internationalisation within the fashion industry.

Details

International Journal of Retail & Distribution Management, vol. 45 no. 9
Type: Research Article
ISSN: 0959-0552

Keywords

Article
Publication date: 7 November 2016

Enrico Contiero, Frederic Ponsignon, Philip Andrew Smart and Andrea Vinelli

The purpose of this paper is to explore the contingencies and characteristics of service recovery system (SRS) design.

1096

Abstract

Purpose

The purpose of this paper is to explore the contingencies and characteristics of service recovery system (SRS) design.

Design/methodology/approach

Informed by extensive case study data from two large Italian retail banks, the theory-building study builds on the seven design characteristics proposed by Smith et al. (2009). In all, 19 sub-dimensions are identified that provide a finer-grain view of the SRS at the operational level. The design characteristics and the corresponding sub-dimensions comprise the SRS design framework. These sub-dimensions are then analysed across the two cases. Specific attention is given to sub-dimensions that are contingent upon service recovery strategy.

Findings

The findings suggest that the extended set of SRS sub-dimensions (providing greater specificity) contributes to identifying commonality and difference between SRS configurations. This specificity facilitates the identification of two sets of SRS design characteristics (S-type and C-type) that correspond with the SR strategy. Two propositions have been formulated with respect to this SR strategy – SRS contingency. An additional set of sub-dimensions, common to both cases, is explained by conformance to regulatory control.

Originality/value

The paper provides novel theoretical insights into SRS design. The increased specificity of the SRS framework and the sets of sub-dimensions contingent on SR strategy extend the current theory. This provides opportunities for both practising managers and for future theoretical development.

Details

International Journal of Operations & Production Management, vol. 36 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 October 1996

Cipriano Forza and Andrea Vinelli

Proposes models of a descriptive and interpretative type which examine the temporal sequences of the activities and decisions taken in the textile apparel chain with…

673

Abstract

Proposes models of a descriptive and interpretative type which examine the temporal sequences of the activities and decisions taken in the textile apparel chain with reference to design. Examines the opportunities for improvement and also identifies the obstacles that interfere with the realization of quick response (QR) in design. Analyses, using the proposed models, the possible interventions along the chain as regards design activities and interaction between these and the production and sales activities. Highlights the following: the reduction of design lead time, through the parallelization of fabric and garment design and through the use of information technology; the reduction of the variety of production input without penalizing the variety perceived by the final consumer; and the acquisition, during design, of preliminary information on future sales, in order to rationalize the offer and carry out the initial assortment of production input.

Details

International Journal of Clothing Science and Technology, vol. 8 no. 4
Type: Research Article
ISSN: 0955-6222

Keywords

Article
Publication date: 1 February 1988

Alberto De Toni, Mauro Caputo and Andrea Vinelli

A unitary scheme which classifies certain subsystems, within production management, according to push and pull logics is proposed. The three subsystems described are…

Abstract

A unitary scheme which classifies certain subsystems, within production management, according to push and pull logics is proposed. The three subsystems described are: inventory management, manufacturing priority assignment and material picking and moving, and production planning. The classification proposed is a starting point for establishing application requirements. The characteristics of the production context, not the inherent logic, determine the choice of the most feasible techniques. Techniques with different logics can hence coexist in the same production system.

Details

International Journal of Operations & Production Management, vol. 8 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 19 July 2011

Andrea Furlan, Andrea Vinelli and Giorgia Dal Pont

The paper aims to test and validate the complementarity effects on operational performance of two of the main lean manufacturing bundles, just‐in‐time (JIT) and total…

4514

Abstract

Purpose

The paper aims to test and validate the complementarity effects on operational performance of two of the main lean manufacturing bundles, just‐in‐time (JIT) and total quality management (TQM). The paper also explores the role played by the human resource management (HRM) bundle as an enhancer of the complementarity between JIT and TQM.

Design/methodology/approach

The paper is based on statistical analysis on the high performance manufacturing round III database, a survey that involves 266 plants in nine countries across three different industries (electronics, machinery and transportation components).

Findings

The paper proves the existence of complementarity between JIT and TQM and shows the enabling role of HRM on such complementarity.

Research limitations/implications

The paper provides analytical and empirical argumentations showing that JIT and TQM mutually reinforce each other's marginal returns on operational performance. The study also indicates that only those plants characterized by a significant implementation of HRM practices enjoy the complementarity effects of TQM and JIT on operational performance.

Practical implications

The research suggests a pattern of improvements where JIT and TQM have to be implemented hand‐in‐hand to take full advantage of their complementarity. HRM, the soft part of lean initiatives, provides the ground over which complementarity originates, spreading its benefits throughout the organization.

Originality/value

The study represents one of the few attempts trying to operationalize and empirically validate the concept of complementarity. The study also provides original suggestions to practitioners on how to make the most out of lean initiatives.

Details

International Journal of Operations & Production Management, vol. 31 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 27 March 2007

Arnaldo Camuffo, Andrea Furlan, Pietro Romano and Andrea Vinelli

The purpose of this paper is to investigate routes towards supplier and production network internationalisation.

2681

Abstract

Purpose

The purpose of this paper is to investigate routes towards supplier and production network internationalisation.

Design/methodology/approach

Multiple case‐study analysis has been applied to a sample of 11 Italian footwear and apparel companies with headquarters located in the North‐east of Italy. Within and cross‐case analyses illustrate and compare how these firms relocated one or more segments of their supplier and production networks to Romania.

Findings

The findings support theories that view internationalisation as an incremental process of experiential knowledge accumulation. The case studies suggest that firms undertake three different routes towards supplier and production network internationalisation: traditional subcontracting; co‐ordinated subcontracting; and supply system relocation. These routes' typology is grounded on an original model, which is the theoretical contribution of the paper, which elaborates Johanson and Vahlne's framework adding two variables: the nature of the technological knowledge that needs to be transferred to run the foreign operations and the nature of the customer‐supplier (CS) interaction context of the focal firm.

Research limitations/implications

The characteristics of the model proposed set the boundaries of the research approach and suggest new avenues for further research. First, the model rests on the idea that no firm can fully control the dynamics of its international network, since these are an emergent process. Consequently, the study does not provide practitioners with a rigid set of normative indications about what factors to consider when designing international supply networks. Secondly, the model does not consider all the factors that impact on the internationalisation of the supplier and production network. Finally, the model is not evolutionary and does not assess the relationships between the internationalisation process (its timing, speed, etc.) and firms' performance.

Practical implications

The typology can support managers when framing the problem of choosing among different routes of supplier and production network internationalisation. Furthermore, the findings suggest that these decisions are influenced by the nature of the technological knowledge involved and the CS interaction context.

Originality/value

The paper extends the theory of the supply network internationalisation process, proposing a model that captures the variables actually involved in such a process and their dynamic relationships.

Details

International Journal of Operations & Production Management, vol. 27 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 April 2001

Pietro Romano and Andrea Vinelli

Supply chain management (SCM) is conceived by academics and practitioners as either an extension of logistics or an all‐encompassing approach to business integration. From…

8158

Abstract

Supply chain management (SCM) is conceived by academics and practitioners as either an extension of logistics or an all‐encompassing approach to business integration. From the authors’ point of view, SCM involves not only logistic activities but also other processes such as quality management. This paper seeks to understand how quality can be managed using a supply chain perspective and what the operative and strategic consequences are for both the individual companies and the whole supply network. It reports a case study conducted on Marzotto, an important Italian textile and apparel company, and its supply chain relationships. The study compares the quality practices in the two different kinds of supply network of which Marzotto is the focal firm. One is managed using a traditional customer‐supplier approach and the other a broader and more co‐ordinated perspective. In the latter case, it was found that the whole supply network could improve its ability to meet the expectations of the final consumer in terms of quality through the joint definition and co‐management of quality practices/procedures.

Details

International Journal of Operations & Production Management, vol. 21 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

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