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Article
Publication date: 1 February 1995

R. Ray Gehani

For corporations competing in a global marketplace, time‐basedmanagement of their technology is becoming a significant resource.However, the concept of time in management

2734

Abstract

For corporations competing in a global marketplace, time‐based management of their technology is becoming a significant resource. However, the concept of time in management of technology‐driven industrial organizations is not new. Classical management theorists like Frederick Taylor and others used time‐based management in “scientific” management of operations or for planning, organizing, scheduling, and controlling. However, due to opening of international barriers, fast changing technologies, and rapidly shrinking product life cycles, time‐based management is acquiring an increasing significance in its tactical and strategic roles. Develops a comprehensive taxonomy of time‐based management based on its three dimensions: form, origin and application. Discusses trade‐offs and linking of time‐based management with other strategic criteria, such as quality, performance, and delivery. Outlines six specific ideas for implementation of agility‐based strategy. Discusses some managerial implications for optimal utilization of time‐based management.

Details

International Journal of Operations & Production Management, vol. 15 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 January 1996

Sin‐Hoon Hum and Hoon‐Hong Sim

Competition, technological advancement and the sophistication of consumers’ needs have led to the evolution of competitive paradigms, in which, time‐based competition…

4353

Abstract

Competition, technological advancement and the sophistication of consumers’ needs have led to the evolution of competitive paradigms, in which, time‐based competition apparently has emerged as the competitive paradigm of the 1990s. While much has been written about the paradigm since it was first highlighted in the late 1980s, no comprehensive literature review is currently available. Seeks to provide such a review of the literature. Categorizes the existing literature into four broad classes: descriptive literature, managerial implications, case studies and applications, and mathematical modelling. Presents the key ideas and the associated literature to the reader as a guide to the total topic of time‐based competition. Reviews also the theoretic time‐based modelling literature, and so highlights the current status and limitations of this literature. Provides the motivation for further research to be carried out within the realm of time‐based modelling.

Details

International Journal of Operations & Production Management, vol. 16 no. 1
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 August 2000

Marcel F. van Assen

Agile manufacturing is largely dependent on the capabilities of its people to learn and evolve with change. However, while agile manufacturing uses e‐commerce enabled…

2779

Abstract

Agile manufacturing is largely dependent on the capabilities of its people to learn and evolve with change. However, while agile manufacturing uses e‐commerce enabled technology in a decentralized organizational setting, it remains unclear how these individual capabilities should be linked to other organizational resources to create an agile organization. Another important modern management research perspective is the internal resource‐based perspective, resulting in a phenomenon called competence‐based competition with renewed attention for competence management. Competence management comprises the management, building, leveraging and deployment of strategic and operational competencies, the causal relationships and linkages between them, and the way competencies are embedded in organizational and individual resources. In this paper, we explore the relation between agile management and time‐based competence management, and study its adoption in small batch discrete parts manufacturing environments with the help of a coarse fact‐finding survey research.

Details

International Journal of Agile Management Systems, vol. 2 no. 2
Type: Research Article
ISSN: 1465-4652

Keywords

Article
Publication date: 1 October 1999

Jayanth Jayaram, Shawnee K. Vickery and Cornelia Droge

The importance of responding to time‐based competitive pressures has prompted US manufacturers to emphasize time‐based performance and deploy strategic action programs…

2614

Abstract

The importance of responding to time‐based competitive pressures has prompted US manufacturers to emphasize time‐based performance and deploy strategic action programs aimed at cycle time reduction. This study examines time‐based competition among first tier suppliers to the Big Three in North America. A comprehensive set of time‐based performance measures is defined and time‐related action programs associated with world class manufacturing strategies are identified. Relationships between time‐related action programs, time‐based performance, and overall firm performance are examined. The study shows that time‐based performance significantly affects overall firm performance and that manufacturing lead time is especially critical in the automotive industry. The study also identifies strategic action programs that result in improved performance on various dimensions of time‐based performance.

Details

International Journal of Operations & Production Management, vol. 19 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 8 August 2008

Rodney Thomas

The purpose of this paper is to begin to explore the phenomenon of time pressure in supply chain relationships.

1578

Abstract

Purpose

The purpose of this paper is to begin to explore the phenomenon of time pressure in supply chain relationships.

Design/methodology/approach

Using grounded theory methodology, qualitative data were accumulated from experienced supply chain managers. Depth interviews were utilized in order to gain a deeper understanding of time pressure in supply chain relationships.

Findings

Analysis of the qualitative data suggests that time pressure can exist in a supply chain relationship and potentially impact the relationship. This qualitative evidence implies that time pressure may create tension, reduce collaboration, or alter expectations in supply chain relationships.

Research limitations/implications

This research provides a greater understanding of the potential effects of time pressure in relationships which provides insight into relational dynamics and characteristics. These initial qualitative findings can inform and prompt quantitative testing of the effects of time pressure in relationships. By demonstrating that time pressure can exist in supply chains and impact interfirm relationships, new streams of research can develop.

Practical implications

This research begins to provide managers with information about potential consequences of imposing time pressure on other supply chain members. Such information can be used to make more informed decisions about relationship management.

Originality/value

Interfirm relationships are the foundation of supply chain management and supply chains frequently focus on time‐based performance. However, the interfirm relationship literature does not address relationships in an environment with an intense pressure to focus on time. Although the detrimental effects of time pressure have been studied in other business contexts, research is lacking in the interfirm relationship literature. This research begins to address this gap in the literature.

Details

International Journal of Physical Distribution & Logistics Management, vol. 38 no. 7
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 1 November 1997

Craig R. Carter and Thomas E. Hendrick

Firms have shifted their competitive emphasis from quality in the 1980s to time in the 1990s. While initially, managers concentrated on reducing manufacturing cycle time…

852

Abstract

Firms have shifted their competitive emphasis from quality in the 1980s to time in the 1990s. While initially, managers concentrated on reducing manufacturing cycle time, recently managers and researchers have come to realize that manufacturing accounts for only a small proportion of total cycle time. Managers and academics have also recently realized that purchasing and supply management can play a critical role in reducing total cycle times. A time delay made at this early stage will ripple throughout the remainder of the organization as well as the entire supply chain. Combines the findings from practitioner interviews, existing time‐based research, and the literature from organizational behaviour to develop a grounded model of organizational factors that impact the adoption of time‐based strategies and tactics by a firm’s purchasing and supply management functions. Uses a survey instrument to empirically complement the statistical findings. Discusses the results and implications from the model testing and suggests avenues for future research.

Details

International Journal of Physical Distribution & Logistics Management, vol. 27 no. 8
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 1 March 1996

Adrian Beesley

Claims that time compression is a powerful source of competitive advantage that remains relatively underutilized in UK busineses. Details the research undertaken by the…

1904

Abstract

Claims that time compression is a powerful source of competitive advantage that remains relatively underutilized in UK busineses. Details the research undertaken by the Warwick Manufacturing Group’s time compression programme (TCP) on the applications of time‐based approaches with a number of partner companies. Explores the nature of time compression in relation to the fundamental principles of the supply chain and the concept of “design for logistics”. The implication is that the complexity of these two areas of related scope can be clarified using a time‐based approach so that required management actions can be clearly identified. Highlights a new tool, time‐based process mapping, which forms part of the TCP’s standard approach to time compression, as a practical way of establishing the time‐based opportunities that exist in the business process.

Details

Industrial Management & Data Systems, vol. 96 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 1 February 1995

Ashok Kumar and Jaideep Motwani

Compressing the time from idea to market has become a focalcompetitive priority of global manufacturing companies. Develops aframework that assesses the strategic value of…

2505

Abstract

Compressing the time from idea to market has become a focal competitive priority of global manufacturing companies. Develops a framework that assesses the strategic value of a company in terms of its “time” performance. The primary tool employed to accomplish this is an agility matrix whose cells represent intersection of agility‐determinants and segments of time‐to‐market. After grading a company on each cell, a weighted sum, called the “agility index” is computed, which is an indicator of the firm′s capability to compete on time.

Details

International Journal of Operations & Production Management, vol. 15 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 March 2004

Erkki K. Laitinen

The purpose of the research is to analyse the ability of nonfinancial factors to predict value creation in Finnish technology firms. Nonfinancial factors are defined in…

Abstract

The purpose of the research is to analyse the ability of nonfinancial factors to predict value creation in Finnish technology firms. Nonfinancial factors are defined in terms of a large set of variables on organizational characteristics, strategy, competitive stance, consistency of performance measurement, management control systems (MCSs), and quality of MCSs. Financial ratios are used as a benchmark. The hypotheses are that, firstly, nonfinancial factors include important information for prediction and, secondly, that they provide incremental information over financial ratios. The nonfinancial variables are drawn from a postal survey carried out in 1999. Financial variables for 1998–2001 are obtained for 40 private firms of the 110 firms responding to the survey. Shareholder value is estimated on the basis of the four‐year financial data for 2001. This value divided by the shareholder book value (estimated‐to‐book value ratio, EBV) as well as its drivers are predicted by past non‐financial and financial data. Partial Least Squares (PLS) method is used to analyse the importance of information in prediction. The results give support to the hypotheses. Moreover, the results show that nonfinancial factors yield important incremental information over financial ratios when predicting value drivers, that is, growth, profitability, and risk. Especially, financial ratios are weak in predicting growth.

Details

Review of Accounting and Finance, vol. 3 no. 3
Type: Research Article
ISSN: 1475-7702

Keywords

Article
Publication date: 18 May 2015

Yahya N. Al Serhan, Craig C. Julian and Zafar Ahmed

The purpose of this paper is to evaluate the relationship between time-based manufacturing competence (TBMC), time-based competitiveness, time-based manufacturing…

1079

Abstract

Purpose

The purpose of this paper is to evaluate the relationship between time-based manufacturing competence (TBMC), time-based competitiveness, time-based manufacturing capability, and the performance of SMEs engaged in the steel minimill industry in the USA.

Design/methodology/approach

This study was based on an empirical investigation of manufacturing firms in the steel minimill industry in the USA. The sample of firms was provided by the US Association of Iron and Steel Engineers. In order to obtain valid and reliable measures of the variables, previously validated scales were used to measure all variables. The primary data for the study were collected from a self-administered mail survey of 137 SMEs with the sample consisting of 71 SMEs indicating a response rate of 52 percent.

Findings

Statistically significant positive relationships were found between all independent variables and performance. The results also indicate that the high performers have a higher TBMC than the low performers. The findings further confirm the assertion in the manufacturing strategy literature which states that time, as a strategic factor, is a source of competitive advantage.

Research limitations/implications

From a methodological perspective, a potential concern may be that the measures are all self-reported. Consequently, the relationships tested may be susceptible to the influence of common method variance.

Practical implications

TBMC enables SMEs to offer high-quality products at low cost and in a timely manner. This reflects the value of the positive relationship between TBMC and business performance.

Originality/value

This study’s finding identifies the need for time-based competition. The literature suggests that the strategic focus on time enables firms to obtain a sustainable competitive advantage. Nevertheless, this suggestion has been based on conceptual rather than empirical research. The results of this study provide empirical support for that suggestion with respect to SMEs.

Details

Journal of Small Business and Enterprise Development, vol. 22 no. 2
Type: Research Article
ISSN: 1462-6004

Keywords

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