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Article
Publication date: 3 April 2017

Ahmad Fathi Al-Sa’di, Ayman Bahjat Abdallah and Samer Eid Dahiyat

The purpose of this paper is to investigate the effects of knowledge management (KM) on product and process innovations, as well as on operational performance (OP). In…

Abstract

Purpose

The purpose of this paper is to investigate the effects of knowledge management (KM) on product and process innovations, as well as on operational performance (OP). In addition, the effects of product and process innovations on OP, as well as their mediating effects on the relationship between KM and OP, are also investigated.

Design/methodology/approach

A questionnaire-based survey was designed and used to collect data from 207 manufacturing companies operating in the Jordanian capital Amman. To assess construct validity, exploratory and confirmatory factor analyses were conducted. To test research hypotheses, the bootstrap re-sampling method was applied using Hayes’s SPSS multiple-mediator PROCESS macro.

Findings

The results indicate that KM has significant positive effects on product and process innovations, and OP. Process innovation was found to have a significant positive effect on OP, while product innovation was not. Furthermore, only process innovation was found to significantly mediate the KM-OP relationship.

Practical implications

The findings of this study provide useful insights about the role of KM in facilitating and enhancing product and process innovations, as well as OP in the surveyed manufacturing companies. An important implication concerns the roles of product and process innovations. Manufacturing companies seeking improvements in their OP are recommended to focus on process innovation rather than product innovation. While product innovation may affect other aspects of performance, such as market and financial ones, it was not found to significantly affect OP. Process innovation can also leverage KM’s contribution to manufacturing companies’ OP.

Originality/value

This is a pioneering study in that it developed an integrated model that depicts the interrelationships among KM, product innovation and process innovation and OP, in a developing country context.

Details

Business Process Management Journal, vol. 23 no. 2
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 30 August 2019

Rasha Zuhair Alkhaldi and Ayman Bahjat Abdallah

The purpose of this paper is to examine the impact of lean management (LM) on operational performance (OP) in the context of health care in Jordanian private hospitals. LM…

Abstract

Purpose

The purpose of this paper is to examine the impact of lean management (LM) on operational performance (OP) in the context of health care in Jordanian private hospitals. LM is measured using four bundles: total quality management (TQM), human resource management (HRM), just-in-time system (JIT) and total productive maintenance (TPM). The study also investigates the effects of OP dimensions on hospitals’ business performance (BP).

Design/methodology/approach

The study is based on survey data collected from 260 respondents from 25 private hospitals in Jordan. Validity and reliability analyses were performed using SPSS and Amos, and the study hypotheses were tested using structural equation modeling.

Findings

The study found that the TQM bundle affects quality performance positively, but does not affect efficiency and accessibility performances, while the HRM bundle positively affects all OP dimensions. Furthermore, the JIT bundle positively contributes to both efficiency and accessibility performances, while the TPM bundle positively influences quality and accessibility performances. Moreover, the results have demonstrated that OP dimensions of quality and accessibility significantly and positively affect hospitals’ BP.

Originality/value

This study is one of the first to adapt the four lean bundles popularized in the manufacturing sector and apply them in a health-care context. It examines the effects of the four lean bundles on hospitals’ OP in terms of efficiency, quality and accessibility. In addition, the study demonstrates the role of OP dimensions in improving private hospitals’ BP.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 1
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 25 February 2021

Ayman Bahjat Abdallah, Rasha Zuhair Alkhaldi and Majed M. Aljuaid

The purpose of the current study is to address a debatable issue in the extant literature regarding lean management (LM), innovation and operational performance (OP…

Abstract

Purpose

The purpose of the current study is to address a debatable issue in the extant literature regarding lean management (LM), innovation and operational performance (OP) relationships in the manufacturing SMEs. It conceptualizes LM in terms of social and technical aspects and investigates their effects on process innovation, management innovation and OP. The mediating roles of process and management innovations on social/technical-OP relationships are also explored.

Design/methodology/approach

The study analyzes survey data gathered from 268 manufacturing SMEs belonging to different industry types in Jordan. Validity and reliability tests of the first and second order constructs were performed. Structural equation modeling (SEM) was used to test the study hypotheses.

Findings

Both social and technical LM were found to positively affect OP. Social LM positively affected both process and management innovations. However, the effect of technical LM on both types of innovation was not significant. In addition, process and management innovations positively mediated social LM-OP relationship. Nonetheless, neither type of innovation showed mediating effects on technical LM-OP relationship.

Originality/value

This study is one of the first to highlight the proposed relationships, in general, and in the context of SMEs in a developing country context, in particular. It offers important implications for the managers of SMEs to benefit from LM implementation and avoid its failure, enhance innovation efforts by focusing on social LM practices and subsequently achieve higher levels of OP.

Details

Business Process Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 15 October 2018

Ayman Bahjat Abdallah and Israa Hussein Nabass

The purpose of this paper is to determine supply chain practices that contribute most to the success of agile manufacturing (AM), and to examine their effects on its…

Abstract

Purpose

The purpose of this paper is to determine supply chain practices that contribute most to the success of agile manufacturing (AM), and to examine their effects on its implementation levels in the Jordanian manufacturing sector. It also investigates the effect of AM on operational performance (OP).

Design/methodology/approach

The study is based on survey data collected from 294 manufacturing companies from different industry types in Jordan. Validity and reliability analyses were performed using SPSS and AMOS, and the study hypotheses were tested using structural equation modeling.

Findings

The results revealed that supplier involvement, internal integration, and modularization of products positively and significantly affect AM. Customer involvement and postponement were insignificantly related to AM. Further, the results demonstrated that AM positively and significantly affect OP.

Originality/value

A limited number of previous studies investigated supply chain antecedents of AM. Further, there is no consensus among researchers on these practices. In addition, this area is underinvestigated in the developing countries in general and in Jordan in particular. The current study contributes to the literature by determining the most commonly linked supply chain practices to AM and examining their effects on its implementation levels in the context of a developing country, Jordan.

Details

Journal of Manufacturing Technology Management, vol. 29 no. 6
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 3 July 2019

Esraa Hussein Nabass and Ayman Bahjat Abdallah

The purpose of this paper is to examine the effect of agile manufacturing (AM) on business performance and operational performance (OP) dimensions in manufacturing…

Abstract

Purpose

The purpose of this paper is to examine the effect of agile manufacturing (AM) on business performance and operational performance (OP) dimensions in manufacturing companies in Jordan. It also explores the indirect effect of AM on business performance through OP dimensions of cost, quality, delivery and flexibility.

Design/methodology/approach

The study analyzes survey data collected from 282 manufacturing companies from different industries in Jordan. Validity and reliability analyses were performed using SPSS and Amos, and the research hypotheses were tested using structural equation modeling.

Findings

The results demonstrated that AM positively and directly affected business performance. It also positively affected OP dimensions of quality, delivery and flexibility. However, cost performance was not significantly affected by AM. In addition, quality performance and flexibility performance fully mediated the relationship between AM and business performance, whereas cost performance and delivery performance did not show mediating effects.

Originality/value

To the best of the knowledge, this is the first study that investigates the mediating effects of OP dimensions on the relationship between AM and business performance. In addition, a limited number of previous studies investigated the performance outcomes of AM. Furthermore, this area is under-investigated in the Middle East in general and in Jordan in particular.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 6 August 2018

Ahmad Musbah Albuhisi and Ayman Bahjat Abdallah

The purpose of this paper is to explore the effect of soft total quality management (TQM) on organizational performance in the Jordanian pharmaceutical manufacturing…

Abstract

Purpose

The purpose of this paper is to explore the effect of soft total quality management (TQM) on organizational performance in the Jordanian pharmaceutical manufacturing sector using the balanced scorecard (BSC) perspective. It also examines the indirect effect of soft TQM on financial performance through BSC non-financial perspectives.

Design/methodology/approach

The study is based on survey data collected from 197 employees in managerial and non-managerial positions working in Jordanian pharmaceutical manufacturing companies. Validity and reliability analyses were performed, and the study hypotheses were tested using structural equation modeling.

Findings

The results indicated that soft TQM positively affected all BSC perspectives. Customer perspective positively affected financial performance while innovation and learning perspective and internal business process perspective did not. In addition, only customer perspective significantly mediated the relationship between soft TQM and financial performance.

Originality/value

This is one of the first papers to examine the effect of soft TQM on organizational performance in terms of BSC perspective in the pharmaceutical sector. In addition, this paper is the first to examine the mediating effects of the BSC non-financial perspectives on the relationship between soft TQM and financial performance.

Details

International Journal of Quality & Reliability Management, vol. 35 no. 7
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 12 August 2019

Haya Fawzi Ayoub and Ayman Bahjat Abdallah

The purpose of this paper is to examine the effect of supply chain agility (SCA) on supply chain responsiveness (SCR), supply chain innovativeness (SCI) and export…

Abstract

Purpose

The purpose of this paper is to examine the effect of supply chain agility (SCA) on supply chain responsiveness (SCR), supply chain innovativeness (SCI) and export performance (EP) in the industrial sector in Jordan. It also explores the effects of SCR and SCI on EP. In addition, the study investigates the mediating effects of SCR and SCI on the relationship between SCA and EP.

Design/methodology/approach

A questionnaire was prepared based on the extant literature. Data were gathered from 290 companies representing various types of manufacturing in Jordan. The appropriate tests were employed to ensure the validity of the study constructs and their reliability. Hypotheses were tested using structural equation modeling.

Findings

SCA was found to directly and positively affect EP. It also positively affected SCR and SCI. In addition, SCR and SCI fully mediated the SCA–EP relationship.

Originality/value

This study is one of the first to investigate the effect of SCA on EP. Also, it is the first, to the best of the authors knowledge, to highlight the effect of SCA on SCI. Further, this is the first study to examine the mediating effect of SCI on the SCA–EP relationship. Similarly, the mediating effect of SCR on the SCA–EP relationship has rarely been investigated in the literature.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 5
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 10 September 2019

Ayman Bahjat Abdallah and Wafaa Shihadeh Al-Ghwayeen

The purpose of this paper is to examine the impact of green supply chain management on environmental performance (EP), operational performance (OP), and business…

Abstract

Purpose

The purpose of this paper is to examine the impact of green supply chain management on environmental performance (EP), operational performance (OP), and business performance in the context of a developing country, Jordan. In addition, the mediating effects of environmental and OP on the relationship between green supply chain management and business performance are investigated.

Design/methodology/approach

The study is based on survey data collected from 215 manufacturing firms from different industries in Jordan. Validity and reliability analyses were carried out using SPSS and Amos. Direct and indirect effects were tested using structural equation modeling.

Findings

The results revealed that green supply chain management positively and significantly affects both EP and OP. The results also demonstrated that the total effect of green supply chain management on business performance is positive and significant. The direct effect of green supply chain management on business performance proved to be negative, but insignificant. Thus, the total positive effect of green supply chain management on business performance is indirect and fully goes through EP and OP.

Originality/value

This study is one of the first to examine the direct and indirect effects of green supply chain management on business performance, especially in a developing country and the Middle East in particular. Furthermore, this study contributes to the existing body of knowledge by investigating the mediating effects of EP and OP on the green supply chain management and business performance relationship.

Details

Business Process Management Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 3 April 2017

Heba Fawzi Ayoub, Ayman Bahjat Abdallah and Taghreed S. Suifan

The purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration…

Abstract

Purpose

The purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration on knowledge management (KM) and technical innovation (TI). The study also investigates the effect of KM on TI. Furthermore, the mediating effect of KM on the relationship between SCI and TI is investigated.

Design/methodology/approach

Study model and hypotheses were developed based on literature review. The study is based on survey data collected from 217 Jordanian manufacturing companies in electrical, electronics, machinery, and mechanical appliances industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. Direct and indirect effects were tested using structural equation modeling and bootstrap re-sampling technique.

Findings

The results reveal that supplier integration and customer integration have positive effects on KM and TI, while internal integration has not. Also, KM has a positive effect on TI. In addition, KM mediates supplier integration-TI and customer integration-TI relationships, while does not mediate internal integration-TI relationship.

Originality/value

Most existing studies examined the effect of KM on SCI and supply chain management. This study argues and empirically demonstrates that SCI contributes to KM capability of manufacturing companies. Moreover, this is one of the first studies to investigate the mediating role of KM on SCI-TI relationship. The paper provides evidence that external integration is superior to internal integration in enhancing KM and TI.

Details

Benchmarking: An International Journal, vol. 24 no. 3
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 18 February 2019

Ayman Bahjat Abdallah, Samer Eid Dahiyat and Yoshiki Matsui

The purpose of this paper is to explore the effects of innovation orientation (IO) on both the implementation levels of soft and hard lean management (LM), as well as…

Abstract

Purpose

The purpose of this paper is to explore the effects of innovation orientation (IO) on both the implementation levels of soft and hard lean management (LM), as well as innovation performance. It also aims at exploring the effects of soft and hard LM on innovation performance.

Design/methodology/approach

The study analyzes survey data collected as a part of a high-performance manufacturing (HPM) project from 238 international manufacturing companies in eight countries and three industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. The study hypotheses were tested using structural equation modeling.

Findings

The results demonstrated that innovation-oriented companies tend to adopt aspects of both soft and hard LM. However, the results revealed an insignificant effect of soft and hard LM on innovation performance. The study also showed that innovation performance is positively influenced by an IO. These results indicate that having an IO is vital for enhancing both LM as well as innovation performance. They also evidently suggest that LM is more related to continuous improvement (incremental innovation) rather than (radical) innovation and, as such, is not important for firm’s intent on enhancing their innovation performance.

Practical implications

The current study demonstrates that IO and LM are complementary and not contradicting strategies. The two strategies share many cultural aspects, similarities and commonalities. However, LM is not sufficient to predict innovation performance. Managers of the surveyed manufacturing firms are advised to focus on IO, as it has beneficial impacts on both LM (continuous improvement initiatives) as well as innovation performance. This clearly indicates that placing the emphasis upon radical (innovative) improvement rather than incremental improvement (LM practices) is believed to support continuous and innovative improvement alike.

Originality/value

The relationship between LM and innovation is debated in the existing literature, but the debate is characterized by a lack of empirical evidence. This is one of the first studies that empirically investigates the relationships between IO, LM and innovation performance. It identifies some new insights to direct future research, particularly regarding different innovation types as well as in service organizations.

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