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Article
Publication date: 11 October 2019

Jinwon Kang, Jong-Seok Kim and Seonmi Seol

The purpose of this study is to reveal the similarities and differences between the manufacturing and service industries in their prioritization of technologies and public…

1044

Abstract

Purpose

The purpose of this study is to reveal the similarities and differences between the manufacturing and service industries in their prioritization of technologies and public research and development (R&D) roles, along with the complementation of properties of technology and public R&D role in the context of Fourth Industrial Revolution.

Design/methodology/approach

Two rounds of Delphi surveys were designed to meet the purpose of this study, which used rigorous triangulation techniques. The Delphi method was combined with the brainstorming method in the first-round Delphi survey, while the second-round Delphi survey focused on experts’ judgments. Finally, language network analysis was performed on the properties of technology and public R&D roles to complement the data analyses regarding prioritization.

Findings

This study identifies different prioritizations of five similar key technologies in each industry, so that it can note different technological impacts to the two industries in the Fourth Industrial Revolution. Smart factory technology is the first priority in the manufacturing industry, whereas artificial intelligence is the first priority in the service industry. The properties of the three common technologies: artificial intelligence, big data and Internet of things in both industries are summarized in hyper-intelligence on hyper-connectivity. Moreover, it is found that different technological priorities in the service and manufacturing industries require different approaches to public R&D roles, while public R&D roles cover market failure, system failure and government failure. The highest priority public R&D role for the service industry is the emphasis of non-R&D roles. Public R&D role to solve dy-functions, focus basic technologies and support challenging areas of R&D is prioritized at the highest for the manufacturing industry.

Originality/value

This study of the different prioritizations of technologies in the manufacturing and service industries offers practical lessons for executive officers, managers and policy-makers. They, by noting the different technological impacts in the manufacturing and service industries, can prepare for current actions and establish the priority of technology for R&D influencing the future paths of their industries in the context of the Fourth Industrial Revolution. While managers in the service industry should pay greater attention to the technological content of hyper-intelligence and hyper-connectivity, managers in the manufacturing industry should consider smart factory and robot technology.

Article
Publication date: 10 August 2018

Ruiqin Li, Yipeng Liu and Oscar F. Bustinza

The purpose of this paper is to provide a nuanced understanding of international marketing agility by connecting organizational capability literature with that of standardization…

1863

Abstract

Purpose

The purpose of this paper is to provide a nuanced understanding of international marketing agility by connecting organizational capability literature with that of standardization and adaptation. The focus of the research is to clarify whether managing the tension between product standardization and service customization generates an extra premium in international markets.

Design/methodology/approach

Two disaggregated Chinese data sets, the Annual Survey of Industrial Enterprises and the China Customs Database, are used for developing an econometric model. Export quality improvement is the outcome variable in reflecting the effect of international marketing agility on performance.

Findings

International marketing agility is reached through upstream FDI intensity, particularly in the context of service FDI. Manufacturing sectors with higher service intensity have more agility, being more likely to generate export quality.

Research limitations/implications

This study makes three theoretical contributions by clarifying the concept of international marketing agility as an organizational capability generated by manufacturing standardization and service customization; investigating the influence of upstream FDI intensity for export quality while taking into account the industry contexts; and obtaining an enhanced understanding of the service intensity of manufacturing firms on export quality.

Originality/value

The authors offer a nuanced and contextualized understanding of international marketing agility and explore the complex relationships between FDI, service intensity and export quality.

Details

International Marketing Review, vol. 36 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 1 February 2006

Prakash J. Singh, Mei Feng and Alan Smith

While manufacturing organisations were early adopters of ISO 9000, lately, many service sector organisations have also pursued adoption. The aim of this paper is to compare the…

3093

Abstract

Purpose

While manufacturing organisations were early adopters of ISO 9000, lately, many service sector organisations have also pursued adoption. The aim of this paper is to compare the experiences with the standard of the two sectors.

Design/methodology/approach

The research collected data from 149 service and 160 manufacturing organisations using a common survey measurement instrument.

Findings

Results show that there are no statistically significant differences between the two groups in terms of time and cost of obtaining registration. Also, there are only small points of differences in motivation for registration and difficulties faced. There are greater differences between the groups in terms of benefits gained and management practices associated with the standard.

Originality/value

These results provide interesting insights into how the two groups perceive and engage with the standard, how cross‐industry diffusion could be taking place, and the veracity of the claims made about the universal applicability of the standard. These findings imply that service organisations can learn from the experiences of the manufacturing sector, but copying carte blanche the implementation strategies is fraught with risks. Further, the standard is not universally applicable and may need industry‐specific tailoring.

Details

International Journal of Quality & Reliability Management, vol. 23 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 11 January 2011

Raj Kumar, Dixit Garg and T.K. Garg

Total quality management (TQM) is a modern management philosophy and a journey, not a destination. TQM is a systematic management approach to meet the competitive and

5211

Abstract

Purpose

Total quality management (TQM) is a modern management philosophy and a journey, not a destination. TQM is a systematic management approach to meet the competitive and technological challenges which has been accepted by both service and manufacturing organizations globally. It defines the quality with emphasis on top management commitment and customer satisfaction. It focuses on attaining and maintaining impeccable quality in manufacturing as well as services, by improving the performance of products, processes and services to satisfy customers' expectations. Manufacturing and service industries recognize TQM differently. The purpose of this study is to find the benefits of TQM, shortcomings of TQM and significant difference, if any in the understanding of seven success factors of TQM in manufacturing and service industries of North India.

Design/methodology/approach

Success factors have been identified with a critical literature review and a survey approach has been used to collect relevant data from manufacturing and service industries. In total, 30 manufacturing industries and 30 service industries from North India were chosen for study, whom and all responded

Findings

The paper finds that success factors have different rankings in manufacturing and service industries, but both sectors comprehend that implementation of TQM success factors is very important. The results also verified were by rejection of the null hypotheses.

Originality/value

The paper can be useful for those manufacturing and service industries which are in the starting phase of TQM implementation.

Details

The TQM Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 11 September 2017

Nancy Bouranta and Evangelos Psomas

The purpose of this paper is to investigate and contrast the levels of focus on competitive priorities (CPs) between service and manufacturing firms in Greece during an economic…

1194

Abstract

Purpose

The purpose of this paper is to investigate and contrast the levels of focus on competitive priorities (CPs) between service and manufacturing firms in Greece during an economic crisis and the influence of those CPs on business performance.

Design/methodology/approach

Empirical data were collected from 298 company representatives of Greek firms with an approximately equal proportion of the firms being from the manufacturing (n=157) and service (n=141) industries. Exploratory and confirmatory factor analyses were conducted to validate the proposed first-order latent constructs as well as to determine the second-order latent construct (CPs). The CPs were employed to represent the hypothetical structural relationship of business performance. The fit and predictive accuracy of the model was estimated using AMOS software.

Findings

The proposed CPs model consists of five latent constructs: quality, delivery, cost, innovation, and customer focus. It was also verified regardless of industry (manufacturing or service) that the same set of CPs was used. However, these two sectors differed on the emphasis they paid to the selected CPs.

Originality/value

The major contributions of the paper are fourfold. First, this study represents the first empirical investigation, to the best of the authors’ knowledge, into CP issues in the service and manufacturing industries, to determine whether there are differences in CPs between these two sectors. Second, the paper focused on the operations strategy of service enterprises in a field where the empirical evidence remains scarce. Third, the current research is conducted in a developing country with economic problems and political instability, while previous empirical research was mainly conducted in large and highly industrialized countries. Knowing about the Greek economy’s economic crisis and the CPs of different industries within it provides a unique and interesting perspective to this research. Finally, the findings introduced a set of common CPs as being applicable to both sectors (services and manufacturing), as the number and the nature of its dimensions seems to be independent of the type of sector examined.

Details

International Journal of Productivity and Performance Management, vol. 66 no. 7
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 7 September 2015

Jos Mesu, Karin Sanders and Maarten van Riemsdijk

The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be…

7702

Abstract

Purpose

The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be extended to small- and medium-sized businesses (SMEs) in the manufacturing and service industry. The authors investigate the possible moderator effects of a participative and directive leadership style.

Design/methodology/approach

The collected data from 588 employees who rated 93 supervisors within 35 Dutch SMEs in both manufacturing and service industry. The authors analyse the nested data by means of multilevel modelling.

Findings

Transformational leadership, defined as visionary leadership and development stimulation, was positively related to organizational commitment for service SMEs, but not for manufacturing SMEs. While a participative leadership style did not moderate the relationship between transformational leadership and organizational commitment in either industry, a directive leadership style strengthened the relationship between transformational leadership and organizational commitment in manufacturing SMEs.

Research limitations/implications

Leaders in the service industry SMEs should engage in transformational leadership, whereas leaders in manufacturing industry SMEs should engage in other types of leadership. Future research should examine effective leadership in manufacturing.

Practical implications

As the results of this study suggest, a distinction should be made between manufacturing and service industry. The advice therefore needs to be twofold. Supervisors in manufacturing SMEs can best improve employees’ organizational commitment by intensifying transformational leader behaviour combined with a directive decision style. Supervisors in service SMEs do not have to combine transformational leader behaviour with a particular leader decision style, if they wish to be more effective.

Social implications

Demonstrating transformational leader behaviour can be successful in both manufacturing and service SMEs. However, in manufacturing companies this will only be effective when combined with a directive leader decision style.

Originality/value

Although SMEs most of the time are considered as one similar group in comparison to large organizations, the authors follow Hughes and Wood (1999; see also Stonehouse and Pemberton, 2002) who argue that because of their different products, customers, and labour it is important to disaggregate research on SMEs and differentiate between manufacturing and service SMEs.

Article
Publication date: 1 March 1998

Ziaul Huq and Justin D. Stolen

Offers the view that TQM concepts apply equally to manufacturing and service industries and examines assertions through a survey of selected manufacturing and service companies…

4864

Abstract

Offers the view that TQM concepts apply equally to manufacturing and service industries and examines assertions through a survey of selected manufacturing and service companies involved in TQM implementation. To test the hypothesis a framework of 19 TQM dimensions is developed and, based on this framework, the studied companies are evaluated. It is shown that under varied environmental conditions the TQM tools and procedures may vary but the underlying concepts apply equally to both manufacturing and service companies. The differences in the studied dimensions between manufacturing and service companies signify slow dissemination of TQM knowledge among the service companies. Service operations are generally not sure whether the tested procedures in manufacturing companies will work equally well for them. As a result, commitment for a fully fledged TQM has been lacking in the service industries.

Details

International Journal of Quality & Reliability Management, vol. 15 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 February 1988

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge…

3744

Abstract

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge concerning operations relates to production in manufacturing industry but, increasingly, similar problems are to be found confronting managers in service industry. It is only in the last decade or so that new technology, involving, in particular, the computer, has encouraged an integrated view to be taken of the total business. This has led to greater recognition being given to the strategic potential of the operations function. In order to provide greater insight into operations a number of classifications have been proposed. One of these, which places operations into categories termed factory, job shop, mass service and professional service, is examined. The elements of operations management are introduced under the headings of product, plant, process, procedures and people.

Details

Management Decision, vol. 26 no. 2
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 December 2023

Chen Xuemeng and Ma Guangqi

The manufacturing industry and the producer service industry have a high degree of industrial correlation, and their integration will cause changes in the complex industrial…

Abstract

Purpose

The manufacturing industry and the producer service industry have a high degree of industrial correlation, and their integration will cause changes in the complex industrial network topology, which is an important reason for the synergistic effect. This paper describes the topology of industrial systems using complex network theory; further, it discusses how to identify the criticality and importance of industrial nodes, and whether node characteristics cause synergistic effects.

Design/methodology/approach

Based on the input-output data of China in 2007, 2012 and 2017, this paper constructs the industrial complex network of 30 Chinese provinces and cities, and measures the regional network characteristics of the manufacturing industry. The fixed-effect panel regression model is adopted to test the influence of agglomeration degree and centrality on synergies, and its adjustment mechanism is explored.

Findings

The degree of network agglomeration in the manufacturing industry exerts a negative impact on the synergistic effect, while the centrality of the network exerts a significant promoting effect on the synergistic effect. The results of adjustment mechanism test show that enhancing the autonomous controllable ability of the regional industrial chain in the manufacturing industry can effectively reduce the effect of network characteristics on the synergistic effect.

Research limitations/implications

Based on input-output technology, this paper constructs a complex industrial network model, however, only basic flow data are used. Considerable in-depth and detailed research on the economic and technological connections within the industry should be conducted in the future. The selection of the evaluation index of the importance of industrial nodes also needs to be further considered. For historical reasons, it is also difficult to obtain and process data when carrying out quantitative analysis; therefore, it is necessary to make further attempts from the data source and the expression form of evaluation indicators.

Practical implications

In a practical sense this has certain reference value for the formulation of manufacturing industrial policies the optimization of regional industrial layout and the improvement of the industrial development level. It is necessary to formulate targeted and specialized industrial development strategies according to the characteristics of the manufacturing industry appropriately regulate the autonomous controllable ability of the industrial chain and avoid to limit the development of industries which is in turn limited by regional resources. Industry competition and market congestion need to be reduced industry exchanges outside the region encouraged the industrial layout optimized and the construction of a modern industrial system accelerated.

Social implications

The above research results hold certain reference importance for policy formulation related to the manufacturing industry, regional industrial layout optimization and industrial development level improvement. Targeted specialized industrial development strategies need to be formulated according to the characteristics of the manufacturing industry; the autonomous controllability of the industrial chain needs to be appropriately regulated; limitation of regional resources needs to be avoided as this restricts industrial development; and industry competition and market congestion need to be reduced. Agglomeration of production factors and optimization of resource allocation is an important part of a beneficial regional economic development strategy, and it is also an inevitable choice for industrialization to develop to a certain stage under the condition of a market economy. In alignment with the research conclusions, effective suggestions can be put forward for the current major industrial policies. In the process of promoting the development of the manufacturing industry, it is necessary for regional governments to carry out unified planning and guidance on the spatial layout of each manufacturing subsector. Regional governments need to effectively allocate inter-industry resources, better share economies of scale, constantly enhance the competitive advantages and competitiveness of development zones and new districts and promote the coordinated agglomeration and development of related industries with input industries. Industrial exchanges outside the region should be encouraged, the industrial layout should be optimized and the construction of a modern industrial system should be accelerated.

Originality/value

Complex network theory is introduced to study the industrial synergy effect. A complex industrial network of China's 30 regions is built and key network nodes are measured. Based on the dimensionality of the “industrial node – industrial chain – industrial complex network”, the research path of industrial complex networks is improved.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 14 September 2010

Deepak Chawla and Himanshu Joshi

The purpose of this paper is to study Knowledge Management (KM) implementation in Indian manufacturing, IT and IT Enabled Services (ITES) and power generation and distribution

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Abstract

Purpose

The purpose of this paper is to study Knowledge Management (KM) implementation in Indian manufacturing, IT and IT Enabled Services (ITES) and power generation and distribution companies. Various dimensions of KM, namely: process, leadership, culture, technology, and measurement are compared across the three industries to understand the differences in KM practices.

Design/methodology/approach

Samples comprised 17 responses from ITES, 32 from manufacturing and eight from power generation and distribution organizations. Convenient sampling scheme was used. The paper reports the findings of the difference in KM practices with respect to the organizations' use of the above mentioned dimensions across the three industries.

Findings

The raw mean score of various dimensions for ITES is the highest followed by manufacturing, and power generation and distribution on all except the leadership dimension. However, one way ANOVA results indicate that no significant difference is found for KM process, culture and technology. Statistical difference is found on the remaining two dimensions, namely, leadership and measurement, which are further analysed.

Research limitations/implications

The study includes 17 responses from ITES and eight from power generation and distribution. A larger sample from these two industries may enhance generalizability of results.

Practical implications

Findings of the study can serve as input to companies from the three industries in developing best practices across KM dimensions for improving performance.

Originality/value

While KM has been studied in Indian manufacturing, pharmaceutical and IT industries, its comparison across industries has not been carried out.

Details

Journal of Knowledge Management, vol. 14 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

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