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The current state of theory-building in the field of operations and supply chain management (OSCM) is in a strong need of rigorous, empirically based theories that enhance understanding of the causal relationships between the structural elements and properties of the business processes. In this research note the authors propose the critical realism (CR) philosophy of science as a particularly suitable philosophical position (not to the exclusion of others) to review the mechanisms of OSCM knowledge generation and to provide philosophical grounding and methodological guidance for both OSCM theory building and testing.

To demonstrate potential benefits of CR-based structured approach to knowledge generation in OSCM research, this conceptual paper uses a case study that illustrates the adoption of one of the OSCM theories – i.e. the theory of swift, even flow.

CR interprets the accumulated empirical information about OSCM phenomena as observable manifestations of the underlying causal mechanisms that cannot be perceived otherwise. CR can provide epistemological support to the choice of performance measures that manifest the underlying causal mechanisms of interest. Extensive accumulation of empirical data from multiple innovative sources will not dramatically add to understanding of the system under investigation, unless and until the underlying causal mechanisms that trigger the observed behaviour are identified and tested. The CR abductive mode of reasoning emphasises the role of uncertainty in complex process behaviours and can facilitate enrichment and refutation of OSCM theories.

CR has a clear potential to contribute to OSCM research by enabling better understanding of causal relationships underlying complex behaviours of different elements of business process by providing robust and relevant mechanisms of generating knowledge about business processes that explicitly link empirical and causal aspects of theory building and testing.

The purpose of this paper is to address the issue of supply management coordination among a prominent contact lens company (customer), its carton supplier (first tier), and paperboard supplier (second tier). Adopting concepts within the theory of swift and even flow, the authors integrate the physical (material) and information flow among these supply partners to ensure higher productivity through timely production and distribution of the cartons, which reduced the lead-times and inventory levels at the three companies in this supply chain.

This study uses a longitudinal case study (action research (AR)), which combines qualitative and quantitative analyses. Observations over time, documents such as contracts, joint agreements, meeting agendas and minutes, personal conversations, and in-depth interviews were mainly used, with quantitative measurement of operational performance.

The complete solution to eliminate waste and improve the existing system is provided, as well as the ordering process solution in the form of service level models. The results of the study proved supply management coordination to be a pioneering approach in reducing inventory, reducing the safety stock at the buyer’s facility, improving the forecasts, lowering the product delivery lead-times, and establishing an information system throughout the three tiers of the supply chain.

The paper draws upon real-life data from a three echelon supply chain in the manufacturing industry. Combining this triadic focus with action-based research makes it a unique opportunity to reveal insights into the issue of coordination among supply chain members and consequent performance outcomes.

Using the assumptions of the resource-based view, relational view and swift, even flow theories and the overarching principles of supply chain management, the study aims to test the role of information technology (IT) capability (cross-functional application, supply chain application and data consistency) in enabling supply chain integration (SCI; internal, customer and supplier integration) and the impact of SCI on firm's operational performance in terms of quality, delivery, production cost, inventory level, customer service and product-mix flexibility.

The structural equation modeling approach is used to test theoretical predictions underlying the relationship among dimensions of IT capability, SCI and operational performance based on data obtained from senior executives of 108 large manufacturing firms listed in the Tokyo Stock Exchange.

The results suggest that IT capability has positive impact on SCI, except for data consistency, which is found to have negative impact on internal integration. The results further indicate that SCI, especially customer integration, has positive and significant impact on all operational performance indicators.

The findings inform future initiatives associated with the SCI improvement via specific IT capabilities. When undertaking such initiatives, managers are advised to consider the differential impact of the following IT capabilities on SCI: cross-functional applications, supply chain applications, and data consistency capability.

The study makes an empirical contribution to the body of knowledge by demonstrating the value of the multidimensional representation and analysis of IT capability, SCI, and operational performance given a differential and even opposed influence by some of the dimensions in specific business contexts.

The purpose of this study is to investigate the relationship between investments in quality and lean practices, and their impact on factory fitness. Using concepts originating in the theory of swift even flow, this study asserts that manufacturers, in order to improve their production swiftness and evenness, must leverage the potential synergetic effects between quality and lean practices.

This research uses data from the Global Manufacturing Research Group (GMRG) survey project (with data collected from 922 manufacturing plants, across 18 countries). The constructs and measurement model were assessed using confirmatory factor analysis (CFA) and the hypotheses were tested using ordinary least square (OLS) models.

This study highlights that both investments in quality and lean practices have direct impact factory fitness. The results provide insights into the efficacy of the investments in manufacturing practices and their role in augmenting the operational performance. The investments in quality practices were found to enhance the efficacy of investments in lean practices, which in turn impact the factory fitness.

From a practical perspective, the study informs managers on how to leverage investment in quality practices to enhance the impact of lean practice on performance. The results provide empirical evidence to support management decision-making concerning the development of competences in quality and lean practices, which may create competitive advantage.

This study contributes to the quality and lean literature and provides empirical evidence of the synergetic effects between investments in quality and lean practices. The analysis offers a greater understanding of the mechanisms that can be used to maximise the impact of investments in lean practices, from a global perspective. The findings are important to the advancement of theory in operations management, as it integrates three research streams: quality practices, lean practices and swift even flow research.

Effective operations management systems (OMS) measurement remains a critical issue for theorists and practising managers (Neely, 2005; Bititci et al., 2012). Traditional labor efficiency measures sufficed when all that was made could be sold or when mass production systems filled warehouses with stock and the OMS had little relationship with “the consumer.” Modern manufacturing systems require a different form of flow optimization (beyond labor efficiency) measurement (Schmenner, 2015). The essential unit of measure for all OMS designs is the optimal use of time for process value adding and the flow of materials into and from the conversion process. Timely flow, therefore, satisfies the needs of multiple organizational stakeholders including cash flow (accounting), consumer reaction times (marketing) and the general steady state flow of materials (sales and supply chain). The purpose of this paper is to present the results of testing a new performance measure of operations flow effectiveness (OFE) with ten purposively selected cases.

The paper is theory building using ten, purposively selected, longitudinal case studies drawn from the UK high-value manufacturing (HVM) sector using a pluralist methodology of interviews, observation and secondary data.

The OFE measure provides a holistic view of material flow through the input-process-output cycles of a firm. The measure highlights OMS design weaknesses and flow inhibitors that reduce cash flow using a time-based approach to measuring OMS performance. The study validates the OFE measure and has identified six key design elements that enable high flow performance.

The paper tests a new process-focused flow performance measure. The measure supports a holistic approach to the manufacturing enterprise and allows different OMS designs to be evaluated so that organizational learning may be enacted to support performance improvement.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this paper is to explain why the historical integration of manufacturing with service was quickly seen as advantageous in some circumstances, but not so in others.

The paper reviews the history of manufacturing companies in the USA during the last half of the nineteenth century, categorizes them, and ties them to theory.

The bundling of manufactured goods to downstream‐available services was led by companies with new products but with no great manufacturing strengths, as a way to establish barriers to entry. Companies with significant manufacturing capabilities were not as quick or as complete in their integration of manufacturing and service.

This paper shows that servitization has antecedents that go back 150 years.

The purpose of this work is to empirically demonstrate the synergistic implications of enterprise resource planning (ERP) systems and emerging intra‐organizational technologies.

Using established operational theory as a foundation, the article analyzes the history of ERP use and its impact on gains from business‐to‐business (B2B) purchasing technologies.

The findings reveal that the extent to which firms witness maintenance‐repair‐operating (MRO) savings through such procurement is dependent not only on the presence of an ERP system, but also on the length of time systems have been in use.

Although limited to the analysis of B2B “success” cases, the results provide strong implications for the importance of ERP as a key infrastructure for B2B activities.

Managers seeking to benefit from B2B economies, should ensure that they possess an adequate IT infrastructure (e.g. ERP) to realize all such potential gains.

The study is one of the first works to demonstrate the link between ERP and B2B benefits solely through the use of objective secondary data.

By drawing on commitment-trust theory, we examine the role of swift trust and distrust in supporting coopetition under conditions of uncertainty and interdependence in the setting of humanitarian disaster relief organisations.

This paper presents findings from case studies of 18 international humanitarian relief organisations based on 48 interviews and the analysis of publicly available documents.

We find that both swift trust and swift distrust support coopetition. As coopetition is simultaneous cooperation and competition, in this study we show how swift trust and swift distrust also occur simultaneously in coopetitive contexts.

Coopetition as a strategic choice is well-researched in the private sector, yet has received less attention in the nonprofit sector, particularly in contexts that are shaped by interdependence and uncertainty. We show the importance of swift trust and swift distrust in coopetitive relationships by drawing on commitment-trust theory.

In focusing on a competitive environment in which cooperation is essential, we find limited choice of coopetitive partners. Humanitarian relief organisations must often simply work with whichever other organisations are available. We highlight how trust and distrust are not opposite ends of a spectrum and detail how both contribute to coopetitive relationships.

Our findings contribute to commitment-trust theory by explaining the important role of distrust in forging coopetitive relationships. Furthermore, we contribute to prior work on coopetition by focusing on an uncertain and interdependent nonprofit environment.

The purpose of this research is to test a model that incorporates investments in quality and Lean practices and production fitness constructs, originating in the theory of swift even flow (SEF), to provide insights into successful implementation of manufacturing practices.

This research uses data from the Global Manufacturing Research Group fourth round survey and empirically tests the relationships between investments in Lean practices and improvements in production fitness, using a sample of 844 plants in 17 countries.

The results highlight that the implementation of Lean practices yields better results on production evenness, when the company has higher levels of investments in quality practices. Therefore, the implementation of quality practices is a prerequisite for achieving higher production fitness.

The findings are important to the development and testing of operations management theory, as it integrates two research streams, manufacturing practices and SEF research, to gain insights into the interplay of manufacturing practices and how it influences the production fitness. For practitioners, this research assesses how better-performing plants compete. It provides operations managers with a better understanding of production fitness and how manufacturing practices foster its development.