Search results

1 – 10 of over 15000
Article
Publication date: 1 April 1992

Yasuhiro Hirakawa, Kyoji Hoshino and Hiroshi Katayama

Recently, it has been recognized that production control systemsfor multi‐stage manufacturing processes can be classified into push‐typeand pull‐type systems. The push‐type…

Abstract

Recently, it has been recognized that production control systems for multi‐stage manufacturing processes can be classified into push‐type and pull‐type systems. The push‐type systems are commonly defined as those types of materials requirements planning system which utilize the forecast of demands. The pull‐type systems, on the other hand, are those where order quantities are determined on the basis of real demand. Describes a hybrid push/pull production control system, operated periodically, which combines the benefits of both systems. Discusses theoretical arguments in support of this system and numerical studies are shown to give insight into the system′s performance. Hybrid push/pull‐type systems can attain a higher degree of effectiveness if they are appropriately operated.

Details

International Journal of Operations & Production Management, vol. 12 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

Book part
Publication date: 3 August 2011

Mehmet Mehmetoglu

Tourism motivation is a prerequisite in understanding tourist behavior. Push and pull factors have provided a simple framework for comprehending tourism motivation in various…

Abstract

Tourism motivation is a prerequisite in understanding tourist behavior. Push and pull factors have provided a simple framework for comprehending tourism motivation in various contexts. Nevertheless, many of the propositions related to the push–pull framework have rarely been empirically examined. One of these suggests that pull factors both respond to and reinforce push factors. The current study, consequently, examines this twofold proposition empirically through partial least-squares path modeling. The findings indicate that push factors influence the tourism-demand variable (length of vacation) via pull factors and vice versa. Further, the findings indicate that the total effects of push and pull factors on the tourism-demand variable of the study are nearly equal. Theoretical and practical implications are also provided.

Details

Advances in Hospitality and Leisure
Type: Book
ISBN: 978-0-85724-769-8

Keywords

Article
Publication date: 21 September 2012

Christopher Dawson and Andrew Henley

The purpose of this paper is to reassess whether individuals choose to become self‐employed for “pull” or “push” reasons, to discuss and describe ambiguities in this distinction…

8836

Abstract

Purpose

The purpose of this paper is to reassess whether individuals choose to become self‐employed for “pull” or “push” reasons, to discuss and describe ambiguities in this distinction, with focus on differences between men and women, and draw conclusions for further conceptual work.

Design/methodology/approach

The paper reviews current literature, from which specific hypotheses are developed. For illustration and evaluation secondary analysis is undertaken of an existing large‐scale data source available in UK Quarterly Labour Force Surveys over the period 1999‐2001.

Findings

It was found that 86 per cent state only a single reason for self‐employment. Response patterns differ significantly between men and women. Independence is the most commonly cited motivation but 22 per cent of women cite family commitments. “Push” motivations may account for as much as 48 per cent depending on interpretation. Men who report two or more factors tend to combine “pull” factors, but women tend to combine “push” with “pull”.

Research limitations/implications

Respondents may display recall bias. Potential ambiguity in the way in which respondents may interpret particular motivations points to the need for future detailed qualitative research, and questionnaire item development. Further work is recommended to assess whether conclusions hold in recent recessionary economic conditions.

Practical implications

Clarity between “push” and “pull” factors is important in the design of entrepreneurship policy, especially during a recession. Further work is needed to provide this clarity to inform policy design.

Originality/value

Few previous studies investigate reasons for choosing entrepreneurship using large, population‐generalisable data, and do not consider the conceptual ambiguities inherent in categorising motivations as either “pull” or “push”.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 18 no. 6
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 20 November 2017

Vanessa Quintal, Ben Thomas, Ian Phau and Zorana Soldat

The study aims to introduce a comprehensive segmentation instrument that incorporates the push–pull winescape attributes, providing a new perspective of the wine tourist profile…

1613

Abstract

Purpose

The study aims to introduce a comprehensive segmentation instrument that incorporates the push–pull winescape attributes, providing a new perspective of the wine tourist profile and explaining their behavioural intentions in the Australian winescape.

Design/methodology/approach

A literature review, focus groups and expert panels generated an extensive list of push–pull winescape attributes. Pen-and-paper surveys conveniently sampled 739 wine tourists at three wineries across three wine regions in Australia. Adopting push–pull winescape attributes as the segmentation base, cluster analysis identified four segments, namely, inspireds, self-drivens, market-drivens and inerts, and their behavioural intentions were examined.

Findings

Inspireds demonstrate both self- and market-motivation. Self-drivens exhibit self-motivation but limited market-motivation, whereas Market-drivens characterise market-motivation but limited self-motivation. Inerts are limited in both market- and self-motivations. At the Swan Valley, all four segments were identified, with Inspireds being the most willing to revisit and recommend to others and Inerts, the least willing. At the Barossa Valley, only two segments emerged. Again, Inspireds and Inerts were the most and least willing to revisit and recommend to others respectively. Finally, at the Yarra Valley, three segments were identified. Market-drivens were most willing to revisit and recommend to others, followed by self-drivens and lastly, by inerts.

Research limitations/implications

A comprehensive push–pull winescape segmentation base of wine tourists is introduced, which provides a more sophisticated profile of wine tourist segments than otherwise would be attained with conventional measures.

Practical implications

New insights into who the wine tourist is and what it is they seek from the winescape are vital to smaller wine producers whose best access to the domestic retail and export markets is through direct selling at the cellar door.

Originality/value

The empirically tested 18-item push–pull winescape instrument presents a comprehensive segmentation approach, which profiles wine tourists and predicts their behavioural intentions based on an extensive investigation of push–pull winescape attributes.

Details

International Journal of Wine Business Research, vol. 29 no. 4
Type: Research Article
ISSN: 1751-1062

Keywords

Article
Publication date: 1 March 1993

John C. Groth

Technology offers great opportunities to firms. Successfullybringing the benefits of technology to market and realizing favourablereturns requires a careful balance and management…

Abstract

Technology offers great opportunities to firms. Successfully bringing the benefits of technology to market and realizing favourable returns requires a careful balance and management of a host of factors. The critical test of such efforts occur where and when technology “meets the market”, resources and great efforts will yield returns only if one meets the market. Focuses on push versus pull marketing forces and their importance in technology assessment, policy, strategy, and the management of efforts to exploit technology successfully. It defines characteristics of push versus pull forces, addresses the importance of economic, social, political and technical forces, and discusses factors of importance to the marketing analyst and strategist. It provides force assessment guidelines and an evaluation and scoring worksheet to evaluate and summarize factors that will determine the success or failure of a technology based effort. In addition, this assessment scheme is useful in a variety of other situations and environments. Includes examples related to the private and government sectors.

Details

Management Decision, vol. 31 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 15 July 2020

Matthew Bidwell

Mobility processes, the routines that organizations use to move employees into and across jobs, are a critical determinant of the way that human capital is allocated within…

Abstract

Mobility processes, the routines that organizations use to move employees into and across jobs, are a critical determinant of the way that human capital is allocated within organizations and careers developed. Most existing work on these mobility processes has examined processes in which mobility is tightly coupled to the filling of vacancies. There is substantial evidence, though, that many organizations adopt very different processes for managing mobility. In this theory chapter, I compare vacancy-based, “job-pull” systems with alternative, “person-push” systems in which mobility is keyed to employees' attainment of performance and skill thresholds to explain how and why mobility processes vary. I identify two, inter-related dimensions along which mobility processes vary: whether their decision processes emphasize the need to match employees to tasks versus providing predictable rewards; and whether the system of jobs that people move between prioritizes flexibility or control of agency costs. I use these dimensions to predict when organizations will adopt different mobility processes, and how those processes will affect employees' mobility.

Details

Employee Inter- and Intra-Firm Mobility
Type: Book
ISBN: 978-1-78973-550-5

Article
Publication date: 19 March 2024

Andrew Miller and Adam Vanhove

Drawing on organismic integration theory, we aim to examine whether the reasons independent contractors choose contract work are related to their on-the-job motivation and job…

Abstract

Purpose

Drawing on organismic integration theory, we aim to examine whether the reasons independent contractors choose contract work are related to their on-the-job motivation and job satisfaction and whether their perceived support enhances positive (or buffers negative) effects.

Design/methodology/approach

We collected data at three separate time points from 241 adjunct instructors to test a moderated mediation model using bootstrapping analyses.

Findings

The positive relationship between pull factors (e.g. autonomy) and job satisfaction is fully mediated by the autonomous motivation contractors experienced at work. The inverse relationship between push factors (e.g. inability to secure desired work role) and job satisfaction is not mediated by autonomous nor controlled motivation experienced at work. Contractors' perceived organizational support does not moderate the relationship between either push or pull factors and autonomous motivation. Post hoc analysis shows a moderating effect of perceived supervisor support on the nonlinear relationship between push factors and autonomous motivation.

Practical implications

Recruiting individuals drawn to the benefits of contract work may have important implications for worker motivation, job satisfaction and potentially beyond. Moreover, organizations may consider whether existing support resources and infrastructure are appropriate for contractors.

Originality/value

Despite the abundance of evidence demonstrating the benefits of organizational and supervisor support among traditional employee populations, such support may be of limited value to those drawn to contract work.

Details

Journal of Managerial Psychology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 30 September 2022

James Boyer and Annemarie Kokosy

This study analyzes how the innovation ecosystem helps integrate technology-push and market-pull strategies in the Industry 4.0 paradigm.

Abstract

Purpose

This study analyzes how the innovation ecosystem helps integrate technology-push and market-pull strategies in the Industry 4.0 paradigm.

Design/methodology/approach

This study investigates companies' involvement in the Industry 4.0 paradigm through technology-push strategies, and through both technology-push and market-pull strategies. The authors perform two econometric logit models to test the influence of collaborations with heterogeneous actors, research and university relationships, and relations with business incubator (the pivot actor) on companies' involvement in Industry 4.0.

Findings

The study empirically shows that developing relationships with a greater diversity of actors, collaborating with university and research laboratories, and developing intense relationships with business incubator increase the likelihood for companies to integrate both technology-push and market-pull strategies in companies' involvement in the Industry 4.0 paradigm.

Practical implications

This study provides insights to practitioners who are interested or involved in the new Industry 4.0 paradigm. The authors' study explains how specific features of an innovation ecosystem, such as complex interactions among actors, can stimulate creative ideas and successfully implement innovations to address Industry 4.0 challenges.

Originality/value

First, the authors confirm the role of the innovation ecosystem on companies' involvement in the Industry 4.0 paradigm. Second, the authors study highlights that the innovation ecosystem is a new relevant framework that enables companies to integrate both technology-push and market-pull strategies. Third, we provide empirical evidence about the role of business incubator on firms' strategies to get involved in the Industry 4.0 paradigm.

Details

The Journal of Risk Finance, vol. 23 no. 5
Type: Research Article
ISSN: 1526-5943

Keywords

Article
Publication date: 1 January 2013

Sarah Lubik, Sirirat Lim, Ken Platts and Tim Minshall

As traditional manufacturing, previously vital to the UK economy, is increasingly outsourced to lower‐cost locations, policy makers seek leadership in emerging industries by…

7051

Abstract

Purpose

As traditional manufacturing, previously vital to the UK economy, is increasingly outsourced to lower‐cost locations, policy makers seek leadership in emerging industries by encouraging innovative start‐up firms to pursue competitive opportunities. Emerging industries can either be those where a technology exists but the corresponding downstream value chain is unclear, or a new technology may subvert the existing value chain to satisfy existing customer needs. Hence, this area shows evidence of both technology‐push and market‐pull forces. The purpose of this paper is to focus on market‐pull and technology‐push orientations in manufacturing ventures, specifically examining how and why this orientation shifts during the firm's formative years.

Design/methodology/approach

A multiple case study approach of 25 UK start‐ups in emerging industries is used to examine this seldom explored area. The authors offer two models of dynamic business‐orientation in start‐ups and explain the common reasons for shifts in orientation and why these two orientations do not generally co‐exist during early firm development.

Findings

Separate evolution paths were found for strategic orientation in manufacturing start‐ups and separate reasons for them to shift in their early development. Technology‐push start‐ups often changed to a market‐pull orientation because of new partners, new market information or shift in management priorities. In contrast, many of the start‐ups beginning with a market‐pull orientation shifted to a technology‐push orientation because early market experiences necessitated a focus on improving processes in order to increase productivity or meet partner specifications, or meet a demand for complementary products.

Originality/value

While a significant body of work exists regarding manufacturing strategy in established firms, little work has been found that investigates how manufacturing strategy emerges in start‐up companies, particularly those in emerging industries.

Details

Journal of Manufacturing Technology Management, vol. 24 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 22 June 2021

Pedro Jácome de Moura Jr

Data science lacks a distinctive identity and a theory-informed approach, both for its own sake and to properly be applied conjointly to the social sciences. This paper’s purposes…

Abstract

Purpose

Data science lacks a distinctive identity and a theory-informed approach, both for its own sake and to properly be applied conjointly to the social sciences. This paper’s purposes are twofold: to provide (1) data science an illustration of theory adoption, able to address explanation and support prediction/prescription capacities and (2) a rationale for identification of the key phenomena and properties of data science so that the data speak through a contextual understanding of reality, broader than has been usual.

Design/methodology/approach

A literature review and a derived conceptual research model for a push–pull approach (adapted for a data science study in the management field) are presented. A real location–allocation problem is solved through a specific algorithm and explained in the light of the adapted push–pull theory, serving as an instance for a data science theory-informed application in the management field.

Findings

This study advances knowledge on the definition of data science key phenomena as not just pure “data”, but interrelated data and datasets properties, as well as on the specific adaptation of the push-pull theory through its definition, dimensionality and interaction model, also illustrating how to apply the theory in a data science theory-informed research. The proposed model contributes to the theoretical strengthening of data science, still an incipient area, and the solution of the location-allocation problem suggests the applicability of the proposed approach to broad data science problems, alleviating the criticism on the lack of explanation and the focus on pattern recognition in data science practice and research.

Research limitations/implications

The proposed algorithm requires the previous definition of a perimeter of interest. This aspect should be characterised as an antecedent to the model, which is a strong assumption. As for prescription, in this specific case, one has to take complementary actions, since theory, model and algorithm are not detached from in loco visits, market research or interviews with potential stakeholders.

Practical implications

This study offers a conceptual model for practical location–allocation problem analyses, based on the push–pull theoretical components. So, it suggests a proper definition for each component (the object, the perspective, the forces, its degrees and the nature of the movement). The proposed model has also an algorithm for computational implementation, which visually describes and explains components interaction, allowing further simulation (estimated forces degrees) for prediction.

Originality/value

First, this study identifies an overlap of push–pull theoretical approaches, which suggests theory adoption eventually as mere common sense, weakening further theoretical development. Second, this study elaborates a definition for the push–pull theory, a dimensionality and a relationship between its components. Third, a typical location–allocation problem is analysed in the light of the refactored theory, showing its adequacy for that class of problems. And fourth, this study suggests that the essence of a data science should be the study of contextual relationships among data, and that the context should be provided by the spatial, temporal, political, economic and social analytical interests.

Details

Kybernetes, vol. 51 no. 7
Type: Research Article
ISSN: 0368-492X

Keywords

1 – 10 of over 15000