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Article
Publication date: 10 December 2019

An investigation of the relationship between lean and well-being based on the job demands-resources model

Andrea Roberto Beraldin, Pamela Danese and Pietro Romano

The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence…

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Abstract

Purpose

The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion.

Design/methodology/approach

Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers.

Findings

SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement.

Research limitations/implications

The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand.

Practical implications

The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being.

Originality/value

By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

Details

International Journal of Operations & Production Management, vol. 39 no. 12
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-05-2019-0377
ISSN: 0144-3577

Keywords

  • Work engagement
  • Well-being
  • Lean
  • Exhaustion
  • Job demands-resources model

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Article
Publication date: 6 November 2017

The 22nd International EurOMA Conference

Gerald Reiner, Pamela Danese and Stefan Gold

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Details

International Journal of Operations & Production Management, vol. 37 no. 11
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-09-2017-0574
ISSN: 0144-3577

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Article
Publication date: 5 December 2016

Guest editorial

Manfredi Bruccoleri, Pamela Danese and Giovanni Perrone

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Abstract

Details

International Journal of Operations & Production Management, vol. 36 no. 12
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-10-2016-0614
ISSN: 0144-3577

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Article
Publication date: 3 April 2017

The transfer process of lean practices in multi-plant companies

Pamela Danese, Pietro Romano and Stefania Boscari

The purpose of this paper is to deal with the transfer of lean practices between different units in multi-plant organizations with different levels of adoption of lean…

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Abstract

Purpose

The purpose of this paper is to deal with the transfer of lean practices between different units in multi-plant organizations with different levels of adoption of lean practices. It investigates how certain influential contextual variables – i.e. lean standards development, lean transfer team composition, source characteristics, recipient national environment and corporate lean programme deployment – can influence stickiness in the different phases of lean transfer process.

Design/methodology/approach

This paper opted for the multiple-case study method and examines six lean transfer projects at a dyadic level, that is, between a source and a recipient unit. The authors focussed on companies with headquarters in Europe with an attested experience in lean and which had recently and successfully transferred lean to subsidiaries in the USA and China.

Findings

The paper provides empirical insights about how stickiness in lean transfer projects changes during the initiation, implementation/ramp-up and integration phases. It identifies three lean transfer approaches (local, global, global and shared) and provides a set of propositions that explains how sociocultural traits of recipient environment (China vs USA) and lean transfer approach affect stickiness in each phase.

Originality/value

Literature on stickiness in lean transfer is at an early stage and very fragmented. Unlike previous contributions in the field, this paper provides an interpretation of the dynamics of stickiness in lean transfer at a micro-level (i.e. for each single phase of the lean transfer process). In addition, it develops a fuller understanding of the influence of context on lean transfer by adopting a configurational view, i.e. studying the joint effect of contextual variables on stickiness, which is a novelty in the lean transfer literature.

Details

International Journal of Operations & Production Management, vol. 37 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-12-2014-0571
ISSN: 0144-3577

Keywords

  • Lean
  • Case study
  • Lean transfer
  • Multi-plant improvement

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Article
Publication date: 11 September 2017

International e-commerce for fashion products: what is the relationship with performance?

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…

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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
DOI: https://doi.org/10.1108/IJRDM-11-2015-0171
ISSN: 0959-0552

Keywords

  • International
  • Supply chain
  • Performance
  • E-commerce
  • Fashion
  • Internet shopping

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Article
Publication date: 5 February 2018

The social benefits of kaizen initiatives in healthcare: an empirical study

Thomas Bortolotti, Stefania Boscari, Pamela Danese, Hebert Alonso Medina Suni, Nicholas Rich and Pietro Romano

The purpose of this paper is to identify the most influential determinants of healthcare employees’ problem-solving capabilities and attitudes towards kaizen initiatives…

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Abstract

Purpose

The purpose of this paper is to identify the most influential determinants of healthcare employees’ problem-solving capabilities and attitudes towards kaizen initiatives, and clarify how these determinants are related to social outcomes.

Design/methodology/approach

Drawing on the input-process-outcome framework, applied to kaizen initiatives, the determinants of the input and process factors are embodied in hypotheses concerning the direct effects of input and process factors on social outcomes and the indirect effects of input factors on social outcomes resulting from process factors. The hypotheses are tested through multiple regressions using data from 105 kaizen initiatives drawn from two hospitals.

Findings

Of the 14 determinants investigated, goal clarity, team autonomy, management support, goal difficulty and affective commitment to change (ACC) are the most influential determinants of kaizen capabilities and/or employees’ attitude. Goal clarity, goal difficulty, team autonomy and management support are also found to influence social outcomes directly and/or indirectly through ACC, internal processes and/or an action orientation.

Practical implications

The results support healthcare practitioners to understand how to establish “focused kaizen” actions to leverage specific determinants that positively influence social outcomes.

Originality/value

This study provides an original contribution to the literature concerning effective kaizen initiatives in healthcare operations by empirically testing a comprehensive model of the relationship between kaizen initiative determinants and social outcomes. Unlike previous studies, which are mostly anecdotal or focused on one or few determinants, this research adopts a holistic view, and investigates a pluralist set of determinants on social outcomes through a systematic and quantitative approach.

Details

International Journal of Operations & Production Management, vol. 38 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-02-2017-0085
ISSN: 0144-3577

Keywords

  • Survey
  • Lean
  • Kaizen
  • Social outcomes
  • Healthcare

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Article
Publication date: 21 June 2011

Supply chain integration and efficiency performance: a study on the interactions between customer and supplier integration

Pamela Danese and Pietro Romano

This research intends to investigate whether there are synergies that a firm could or should exploit by simultaneously implementing customer and supplier integration. In…

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Abstract

Purpose

This research intends to investigate whether there are synergies that a firm could or should exploit by simultaneously implementing customer and supplier integration. In particular, the aim is to analyze the impact of customer integration on efficiency, and the moderating role of supplier integration.

Design/methodology/approach

This study analyzes data from a sample of 200 manufacturing plants. Two hypotheses are tested through a hierarchical regression analysis. Customer and supplier integration constructs consider items related to different aspects of the integration (e.g. sharing of production plans and customers' forecasts, feedback on performance, communication on quality considerations and design changes, joint quality improvement efforts, close contact, partnerships). The focus of the integration clearly extends beyond the dyad, as it includes the integration of focal operations upstream and downstream, with both suppliers and customers.

Findings

Supplier integration positively moderates the relationship between customer integration and efficiency, whereas the analyses do not support the hypothesis that in general customer integration positively impacts on efficiency. They also reveal that, when supplier integration is at a low level, customer integration can even produce a reduction in efficiency.

Practical implications

Efficiency performance optimization requires levering simultaneously on customer and supplier integration to foster their interaction, rather than investing and acting on customer integration only. In addition, before deciding whether to invest in customer integration, managers should ascertain the level of supplier integration, since it acts as a prerequisite for the successful implementation of customer integration.

Originality/value

Compared with previous studies investigating the main impact of customer and supplier integration on a company's performance, this research analyzes a model that considers the interaction effect between these integration strategies. This provides a number of original implications for the interpretation of the relationship between customer and supplier integration and efficiency.

Details

Supply Chain Management: An International Journal, vol. 16 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/13598541111139044
ISSN: 1359-8546

Keywords

  • Supplier relations
  • Supply chain management
  • Performance measures
  • Customer relationship management

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Article
Publication date: 15 March 2013

The moderating role of supply network structure on the customer integration‐efficiency relationship

Pamela Danese and Pietro Romano

The purpose of this paper is to study whether a fast supply network structure interacts with customer integration (CI) by positively moderating the relationship between CI…

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Abstract

Purpose

The purpose of this paper is to study whether a fast supply network structure interacts with customer integration (CI) by positively moderating the relationship between CI and efficiency performance.

Design/methodology/approach

The authors developed two hypotheses, incorporating dimensions of CI, fast supply network structure and efficiency performance. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 200 manufacturing plants.

Findings

CI alone is not enough to guarantee cost reductions because a fast supply network structure acts as a moderator of the CI‐efficiency relationship. The role of this moderator is twofold. On the one hand, it interacts with CI, strengthening the positive impact of CI on efficiency through a positive complementary effect. On the other hand, if the supply network structure is not intended to support fast lead times, the impact of CI on efficiency can be hindered and, in extreme cases, CI can even make efficiency worse.

Practical implications

Efficiency maximization requires levering simultaneously on CI and the supply network structure, rather than investing and acting on CI only. Managers should carefully weigh up the supply network structural context before embracing a CI program, because adopting CI in a wrong context could amplify a series of problems (e.g. nervousness of plans) and offset CI benefits in terms of efficiency.

Originality/value

This study provides an original contribution to the literature on the relationship between CI and efficiency by adopting a contingency perspective, namely assuming that the relationship between supply chain practices and performance is contingent upon how supply networks have been designed. Accordingly, this research questions the assumption that CI always improves efficiency, by analysing the complementary effect between CI and a fast supply network structure. This provides a number of original implications for the interpretation of the relationship between CI, supply network structure and efficiency.

Details

International Journal of Operations & Production Management, vol. 33 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/01443571311307226
ISSN: 0144-3577

Keywords

  • Supply chain management
  • Collaboration
  • Logistics
  • Customer relationship management

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Article
Publication date: 19 October 2010

Modularity and the impact on new product development time performance: Investigating the moderating effects of supplier involvement and interfunctional integration

Pamela Danese and Roberto Filippini

The purpose of this paper is to analyze the impact of product modularity on new product development (NPD) time performance, and the moderating effects of interfunctional…

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Abstract

Purpose

The purpose of this paper is to analyze the impact of product modularity on new product development (NPD) time performance, and the moderating effects of interfunctional integration and supplier involvement on the product modularity‐time performance relationship.

Design/methodology/approach

The paper analyzes data from a sample of 186 manufacturing plants settled in several countries, and operating in mechanical, electronic and transportation equipment sectors. Three hypotheses are tested through a hierarchical regression analysis.

Findings

Data analyses show that product modularity has a direct positive effect on NPD time performance, and that interfunctional integration positively moderates the product modularity‐time performance relationship. Finally, this research does not support the hypothesis that a positive interaction effect exists between product modularity and supplier involvement.

Research limitations/implications

Future research should replicate and extend the model to samples drawn from other industries. Moreover, analyses carried out provide some interesting directions for future research on the effect of supplier involvement on NPD time performance.

Practical implications

The practical implication for managers is that NPD time performance reduction requires levering simultaneously on product modularity and interfunctional integration to foster their interaction, rather than investing and acting on product modularity only. In addition, before deciding to invest on product modularity, managers should ascertain the level of interfunctional integration. In fact, it acts as prerequisite for the successful implementation of product modularity.

Originality/value

Empirical studies on the impact of product modularity on NPD time performance are really scant. This research empirically analyzes this effect, and contributes to the advancement of theory by investigating the effect of product modularity and integration practices in NPD in a comprehensive way.

Details

International Journal of Operations & Production Management, vol. 30 no. 11
Type: Research Article
DOI: https://doi.org/10.1108/01443571011087387
ISSN: 0144-3577

Keywords

  • Product development
  • Time to market
  • Supplier relations
  • Cross‐functional integration

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Article
Publication date: 6 February 2007

Designing CPFR collaborations: insights from seven case studies

Pamela Danese

To comprehend the rationale behind managerial choices that lead companies to implement different types of collaborative planning, forecasting and replenishment (CPFR…

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Abstract

Purpose

To comprehend the rationale behind managerial choices that lead companies to implement different types of collaborative planning, forecasting and replenishment (CPFR) collaborations.

Design/methodology/approach

Seven case studies of supply networks whose central firms operate in different sectors have been analysed.

Findings

Identifies six types of CPFR collaborations, the choice of which can be explained by considering some important contingent factors, such as the CPFR goals, characteristics of the products and markets in which they are sold, supply network's physical and relational structure, and CPFR development stage.

Research limitations/implications

Further research developed in other contexts is necessary to refine the domain of applicability of the research findings. The opportunity to use the relationships found in this research as a managerial tool calls for the testing of research findings within larger samples of firms, representative of a broader range of industries.

Practical implications

Suggests managers how to select the most appropriate action to be taken to implement CPFR, through the analysis of the context in which CPFR should be implemented.

Originality/value

This paper fulfils the need to clarify the reasons why companies decide to implement different types of CPFR collaborations. Moreover, it contributes to the definition of measures for the CPFR concept, and to the advance of substantive research on CPFR. In literature, few authors devote their attention to rigorously defining CPFR variables or proposing relationships among variables and measures.

Details

International Journal of Operations & Production Management, vol. 27 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/01443570710720612
ISSN: 0144-3577

Keywords

  • Supply chain management
  • Forecasting
  • Contingency planning

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