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The purpose of this paper is to explore how a company which developed an environmentally friendly innovation attempted to address diffusion issues. Specifically, the purpose is to describe the ways in which an electric vehicle (EV) infrastructure company, in partnership with a major car manufacturer, tried to address barriers to diffusion of an environmentally friendly innovation during the development stage to improve the likelihood of success and lessons learned from its failure.

The authors explore a single instrumental case of an Israeli company that developed infrastructure for EVs in partnership with a major automaker. The authors collected data using a series of semi-structured interviews at the companies’ headquarters, through direct observation in the company, and through the examination of archival and secondary data sources.

The authors find that the company tried to incorporate design features in both the product and organization to address key diffusion barriers identified through survey and consumer focus research. The study maps product/service design innovations for infrastructure that combined with multi-stage organizational diffusion strategies for EVs, were used to address both functional (usage, value, and risk) and psychological (tradition and image) barriers for mass-market adoption.

The study provides insights on how to incorporate information about barriers to adoption into product/service design and on the development of organizational-level diffusion strategy to address changes of customer’s behavior required by certain innovative sustainable solutions. In addition, the authors speculate potential causes for more recent developments with the technology that can serve as a lesson for future projects.

Past studies have advanced the knowledge about issues surrounding the adoption and diffusion of EVs. The study expands this stream of research by focussing on product/service and organizational strategy design and by illustrating, through an empirical exploratory case study, how a company attempted to overcome these obstacles. The authors advance various propositions and point out potential exciting avenues for future research on the dissemination of environmentally friendly innovations.

This paper aims to examine if supply market scanning and an organization’s internal communication climate are related to greater internal integration of supply management within the organization, and its subsequent effects on supplier integration and supplier performance.

A conceptual model, using information processing theory as a theoretical lens, is proposed and tested utilizing survey data gathered from supply management professionals from five European countries.

Supply market scanning and the organization’s internal communication climate are positively related to internal integration of supply management. Internal integration subsequently is positively related to supplier integration, which partially mediates the relationship with supplier performance. Internal integration is also positively and directly related to supplier performance.

Supply management fulfills a key role by being a conduit of information from the supply market to other internal functions and to ultimately improve supplier performance. Data were gathered from a single respondent in each firm and represents predominately manufacturing firms. Future research should use case studies to understand the process of how supply market information is conveyed internally, interpreted and used to improve supplier performance.

This paper provides evidence supporting the importance of supply management in integrating supply market information within the firm and with suppliers, which subsequently improves supplier performance.

Smart industry initiatives focus on intelligent and interconnected cyber-physical systems. These initiatives develop complex technical architectures that integrate heterogenous technologies, causing significant organizational complexity. Tapping into the digital capabilities of distant partners while capturing profit from such innovation is demanding. Furthermore, firms often need to establish and orchestrate inter-organizational collaborations without prior relations or established trust. As a result, smart industry initiatives bring together disparate organizational forms and institutional environments, distinctive knowledge bases, and geographically dispersed organizations. We conceptualize this organizational capability as ‘distant capabilities integration’. This research explores the governance mechanisms that support such integration and their relation to value capture. We analyse 11 IoT case studies organized in three categories (process, product and technologies) of smart industry initiatives. Building on existing literature, we consider different ways to describe distance, including knowledge heterogeneity and organizational, geographical, institutional, cultural and cognitive distance. Finally, we describe the governance mode appropriate for upstream (developing foundational technologies) and downstream (leveraging existing distant technologies) smart industry initiatives.

The purpose of this paper is to study the often overlapping use of the related terms flexibility, agility and responsiveness in the operations management literature to clarify differences between the terms.

Drawing on the notion of the ladder of abstraction, a conceptual differentiation between the three terms is proposed.

Based on the most common associations of the terms in the literature, the paper proposes a hierarchical interrelationship between the terms in that: flexibility is most commonly associated with the inherent property of systems which allows them to change within pre‐established parameters; agility is predominantly used to describe an approach to organizing that provides for rapid system reconfiguration in the face of unforeseeable changes; and responsiveness commonly refers to a system behavior involving timely purposeful change in the presence of modulating stimuli.

As managers of manufacturing firms strive to improve the performance of their organizations in a highly competitive environment, the paper provides a useful enhanced understanding of the relative roles that flexibility, agility and responsiveness play in their operations strategies. This in turn will enable them to better focus their competitive strategies and investments.

While confusion between the meanings of these terms has been noted by others, the paper is believed to be the first to consider the three terms together and thereby propose a differentiation between them.

Agile manufacturing (AM) has the new scenario in the business system and it is widely seen as a “New Revolution” in the manufacturing firms. AM, which continuously focusses on the adoption of new methodologies and quickly respond to the customer expectation. For this reason, many of the research studies are focussed on the AM environment and this system is mainly followed in large sector only and most of the small- and medium-sized enterprises (SMEs) are not aware of it. Especially in the developing countries which are still lagging behind in the implementation of AM. Considering the above reason, the purpose of this paper is to assess the awareness of AM in Indian SMEs.

By means of researching many literature reviews and empirical data collected by using a self-administrated instrument distributed to the selected Indian SMEs and the awareness about the AM was investigated. The authors have selected 100 SMEs in Indian service sectors and sent the data sheets through by e-mail and also by directly visiting the company and collected the information. A total of 68 useable survey data’s were identified from the final analysis. The study data sample consists of a group of selected Indian SMEs, from different industries including the pump and foundry industries. The collected data were analyzed using the graphical representation method and by the statistical analysis.

The analysis revealed the significance and usage of AM in the Indian SMEs. The results also suggested that the Indian SMEs are well aware of the AM system, through more efforts need to be focussed on implementing this system properly and effectively to improve these standards. By the use of agile models and frameworks in small and medium sized enterprises (SMEs), would result in cost-effectiveness in their quality and services and can be continuously improving the ongoing agile practices.

Indian SMEs managers seem to be stronger familiar with the agile concepts and practices and they believe that agile environment would guaranteeing in their services and high-quality products. Therefore, SMEs should concentrate and invest in agile practices that would help them to improve their competitiveness in the global market. Further, Indian SMEs managers and practitioners would concentrate more about this maintenance of standards and with this dynamic approach it takes toward the agile environment to meet the future challenges.

The data collected and the results provided in this paper will help in understanding, the awareness about the AM environment in Indian SMEs. Also, suggest some additional improvements in the knowledge of agile to the managers and practitioners in the Indian SMEs, which could enhance the level of agile implementation.

The assessment of agile awareness in Indian SMEs, along with the concepts of understanding the AM environment, has been explained in the literature on AM in the Indian SMEs.

The purpose of this paper is to investigate the impact of internal integration, external integration (EI), and supply chain risk management (SCRM) on manufacturing flexibility, and the moderating effect of SCRM on the relationships between internal and EI, respectively, and manufacturing flexibility.

Using hierarchical regression, data are analyzed from a sample of 343 manufacturing plants in Asia collected in 2013-2014 as part of the International Manufacturing Strategy Survey (IMSS VI).

Internal integration and SCRM have a direct effect on manufacturing flexibility. SCRM moderates the relationship between EI and flexibility.

Further research is needed to generalize beyond the flexibility performance of discrete manufacturing firms in Asia.

To benefit from EI and increase their flexibility performance, manufacturing firms need to implement different mechanisms of SCRM to prevent and deal with supply chain risks including those associated with supply chain integration.

This research contributes to the body of knowledge on the relationships between internal integration, EI, SCRM, and manufacturing flexibility.