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Article
Publication date: 1 June 2021

Ali Ziaee Bigdeli, Kawaljeet Kapoor, Andreas Schroeder and Omid Omidvar

This paper explains how servitization disrupts long-established internal and external boundaries of product-focused manufacturers and investigates the root causes of…

Abstract

Purpose

This paper explains how servitization disrupts long-established internal and external boundaries of product-focused manufacturers and investigates the root causes of servitization challenges.

Design/methodology/approach

The authors draw from the collective experiences of 20 senior executives from ten multinational manufacturers involved in servitization, using a multiple case study approach, and employ a codebook thematic analysis technique.

Findings

The authors develop an integrative framework based on the theoretical notions of power, competency and identity boundaries to offer insights into the root causes of various servitization-related challenges.

Research limitations/implications

Although the extant literature discusses servitization challenges, it does not examine the underlying root causes that create them in the first place. This study contributes to the extant research by establishing rational links between organisational boundaries (internal and external) and servitization challenges in the interest of building a coherent and systematically integrated body of theory that can be successfully applied and built upon by future research.

Practical implications

This study provides a foundation for managers to recognise, anticipate and systematically manage various boundary-related challenges triggered by servitization.

Originality/value

It is one of the first studies to employ the concept of organisational boundary to understand the challenges created by servitization and to account for both internal (between different functions of the same organisation) and external boundaries (between an organisation and its external stakeholders) to establish a holistic understanding of the impacts of servitization on manufacturers.

Details

International Journal of Operations & Production Management, vol. 41 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 3 September 2020

Andreas Schroeder, Parikshit Naik, Ali Ziaee Bigdeli and Tim Baines

The purpose of this study is to investigate how the internet of things (IoT) contributes to manufacturers' advanced services development and delivery. To better understand…

Abstract

Purpose

The purpose of this study is to investigate how the internet of things (IoT) contributes to manufacturers' advanced services development and delivery. To better understand the creation of these IoT contributions, the study adopts a socio-technical research perspective, which expands the scope of the investigation and integrates the technological, information and social factors that enable these IoT contributions.

Design/methodology/approach

A multiple-case research method was employed to investigate the IoT contribution scenarios of 15 manufacturers who offer advanced services and to examine their dependence on other non-IoT factors, using thematic analysis.

Findings

The analysis identified five advanced services value propositions, which are enabled by nine “IoT-enabled information systems (IS) artefacts” that specify the distinct interactions between the technological, information and social subsystems supporting the manufacturers' advanced services value propositions.

Originality/value

The study advances the servitisation research by demonstrating that IoT technology on its own is insufficient for the creation of the IoT contributions. It shows, instead, the need for close interactions with a diverse range of other factors, which are often not considered when developing an IoT strategy. The study also introduces the IS artefact notion as a unit of analysis that constitutes an alternative to the commonly adopted techno-centric perspective used to conceptualise IoT contributions. The study and its findings add to the development of a socio-technical perspective on the IoT in advanced services and thereby suggests a number of theoretical and practical implications.

Details

International Journal of Operations & Production Management, vol. 40 no. 7/8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 17 February 2012

Andreas Schroeder, David Pauleen and Sid Huff

To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior

2221

Abstract

Purpose

To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research aims to investigate the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs.

Design/methodology/approach

The study employs multiple case research methodology to analyse the KM governance arrangements of 12 international organisations and identify patterns in their governance configurations.

Findings

The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organisational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies.

Research limitations/implications

The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis, future research should particularly target the performance implications of different KM governance configurations.

Practical implications

The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re‐organisation efforts.

Originality/value

Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.

Details

Journal of Knowledge Management, vol. 16 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 31 July 2007

Andreas Schroeder and David Pauleen

The aim of the research is to identify the knowledge management (KM) governance configuration of an organisation and to investigate its impact on the development of…

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Abstract

Purpose

The aim of the research is to identify the knowledge management (KM) governance configuration of an organisation and to investigate its impact on the development of knowledge management in the organisation.

Design/methodology/approach

Case research methodology has been adopted using data obtained from interviews with key personnel involved in the knowledge management of the organisation.

Findings

Findings show the particular importance of the centralised structure of the KM function for the creation of synergies among the different KM aspects; and the importance of leadership, communication and coordination to integrate other functions and to promote KM aspects in the organisation.

Research limitations/implications

Even though data has been obtained from several interviewees and secondary data, additional interviews with other key players of the KM initiative might have provided additional insights. This study describes a single organisation operating in a particular industry, which limits generaliseability.

Practical implications

Of particular importance is the portfolio of functions integrated in the KM Group, the provision of KM leadership, and the communication and coordination processes employed to support the KM initiatives.

Originality/value

Research into KM governance and the way in which KM is structured and coordinated in organisations is still relatively new. Little research has looked at the structures and processes behind organisational KM

Details

Journal of Enterprise Information Management, vol. 20 no. 4
Type: Research Article
ISSN: 1741-0398

Keywords

Content available
Article
Publication date: 31 July 2007

Zahir Irani

228

Abstract

Details

Journal of Enterprise Information Management, vol. 20 no. 4
Type: Research Article
ISSN: 1741-0398

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…

2968

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

Article
Publication date: 12 September 2016

Valerie Gannon and Andrea Prothero

The purpose of this paper is to consider the use of beauty blogging selfies in conveying consumer authenticity. The authors used an under-researched consumer-based…

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Abstract

Purpose

The purpose of this paper is to consider the use of beauty blogging selfies in conveying consumer authenticity. The authors used an under-researched consumer-based authenticity approach.

Design/methodology/approach

The authors adopt a practice theory approach to selfies as both objects and practices. The study combines depth-interviews with a review of the participants’ blogs and selfies.

Findings

This research shows that bloggers use selfies as records of product trial, success and failure via specific sub-types. These selfies function as authenticating consumer acts, intertwined with key life narratives and as records of communal events, where bloggers identify as a community.

Research limitations/implications

This research is limited to beauty bloggers. Further research on consumer authenticity could be extended to other product categories and other media channels. The widened definition of selfies proposed enables further research on self-representational practices in consumption contexts. Likewise, the practice theory approach could be extended to other online contexts.

Practical implications

As social media and peer endorsement become ever more important to marketers, brands are seeking to leverage bloggers as brand ambassadors as well as the authenticity they convey. Maintaining this authenticity and credibility among peer networks and audiences is crucial for influencers and for marketers.

Originality/value

This study contributes to the understanding of consumer-based authenticity, self-representational practices using selfies and beauty blogging communities. Practice theories are applied in an online context, suggesting an opening for further research into mediated practices.

Details

European Journal of Marketing, vol. 50 no. 9/10
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 18 March 2022

Mantas Vilkas, Andrea Bikfalvi, Rimantas Rauleckas and Gediminas Marcinkevicius

The article aims to focus on the debate around the interplay between product innovation and servitization. Two conflicting approaches characterize the debate, disagreeing…

Abstract

Purpose

The article aims to focus on the debate around the interplay between product innovation and servitization. Two conflicting approaches characterize the debate, disagreeing as to whether product innovation and servitization are complementary or not.

Design/methodology/approach

The authors examine two competing models proposing a direct effect of product innovation on servitization and an indirect effect through digitalization, using the sample of 500 manufacturing firms of a country participating in the European Manufacturing Survey, 2018 edition.

Findings

The results reveal that product innovation has no direct effect on servitization. However, the authors found that digitalization capabilities mediate the effect of product innovation and servitization. The present findings reveal that product innovation has a substantial indirect effect on servitization through digitalization capabilities, supporting the approach proposing the complementarity between product innovation and servitization.

Research limitations/implications

The data used in this paper correspond to a single country. The limited geographical sampling frame may likewise limit the generalizability of the findings. Researchers are encouraged to replicate the analysis with data from other countries, and to further enrich the analysis with complementary path options and resulting performance measures.

Practical implications

When applying a capabilities perspective, the authors find that product innovation capability is not directly related to servitization as capability. The present findings point toward the fact that if companies only have product innovation capability, this does not facilitate servitization. If companies have both product innovation capability and digitalization capability, such a situation facilitates servitization, a decision which often falls within managers’ responsibilities.

Originality/value

Existing studies focus on antecedents and/or outcomes of single issues, either product innovation, servitization or digitalization. Only some offer dual associations (product innovation and servitization, digitalization and servitization), and even less position simultaneously at the intersection of the three pillars. Herein lies the novelty of the present approach and analysis, which explains the extent to which product innovation, digitalization and servitization are related.

Details

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

Keywords

Article
Publication date: 4 February 2020

Matin Mohaghegh and Andrea Furlan

This study aims at determining the factors that favor a systematic approach to deal with complex operational and strategic problems. Management literature on…

Abstract

Purpose

This study aims at determining the factors that favor a systematic approach to deal with complex operational and strategic problems. Management literature on problem-solving makes a clear distinction between either fixing a problem temporarily by eliminating its symptoms or solving it by diagnosing and altering underlying causes. Adopting a cognitive perspective of the dual-processing theory, this study labels these two approaches intuitive problem-solving and systematic problem-solving (SPS). While the superior effectiveness of SPS in fostering organizational learning is widely documented, existing literature fails to provide an overview of the conditions that support the adoption of SPS.

Design/methodology/approach

This paper presents a systematic literature review to shed light on the main supporting factors of SPS in operational as well as strategic domains.

Findings

Seven supporting factors of SPS (namely, nature of the problem, time availability, information availability, collaborative culture, transformational leadership, organizational learning infrastructure and environmental dynamism) are first identified and then discussed in an integrative model.

Originality/value

This work is an original attempt to inclusively address organizational, environmental and problem nature-related factors that favor SPS adoption. By determining the SPS supporting factors, this study highlights why many organizations fail or struggle to implement and sustain SPS over time.

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…

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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

1 – 10 of 121