Search results

The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.

Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology.

JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually.

The sample is limited to US manufacturing managers, with a low response rate.

Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance.

The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services.

This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply chain market orientation, Just-in-Time (JIT) and Total Quality Management (TQM) as antecedents and agile production (AP) and green SCM (GSCM) practices as consequences.

Data from a sample of 136 US manufacturing managers were collected via an on-line survey firm. A partial least squares structural equation modeling is used to assess the efficacy of the theorized model.

Generally, market orientation supports the implementation of JIT and TQM, JIT and TQM support implementation of SCM, SCM supports implementation of AP and green supply chain management practices (GSCMP) and AP and GSCMP positively impact organizational performance.

The model tested reflects the synergy created though the implementation of management improvement programs that support the six strategic imperatives of customer focus, efficiency, effectiveness, integration with supply chain partners, responsiveness, and environmental sustainability and the effects of those programs on the marketing and financial performance of manufacturing organizations.

The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the improvement programs.

A comprehensive operations and SCM model is proposed and empirically assessed. The results of this investigation support the proposition that market orientation, JIT, TQM, SCM, AP and GSCMPs combine to positively affect organizational performance. The central role of the SCM construct is emphasized.

The purpose of this paper is to assess the combined impact of radio frequency identification (RFID), Industrial Internet of Things (IIoT) and Blockchain technologies on supply chain transparency (SCT).

Data from 211 US manufacturing managers is analyzed using a covariance-based structural equation modeling methodology.

The structural model fits the data relatively well. RFID technology directly and positively impact both IIoT and Blockchain technologies which, in turn, directly and positively impact SCT. RFID technology indirectly affects SCT through both IIoT technology and Blockchain technology.

This study is the first to empirically assess the impact of RFID, IIoT and Blockchain technologies on SCT. First-wave empirical studies must be replicated to support generalization of the findings.

This study provides empirical evidence to support the implementation of a combination of RFID, IIoT and Blockchain technologies as infrastructure necessary to achieve end-to-end SCT.

New measurement scales for IIoT technology utilization and Blockchain technology utilization are developed and assessed for validity and reliability. This is the first study to assess the combined impact of RFID, IIoT and Blockchain technologies on SCT.

The purpose of this paper is to assess the combined impact of the Industry 4.0 blockchain and industrial internet of things technology (IIoT) technologies on the development of supply chain linkages associated with power, benefits and risk reduction and the ultimate impact of the linkages on supply chain performance.

A structural model with blockchain and IIoT as antecedents to the supply chain power, benefits and risk reduction linkages and the linkages as antecedent to supply chain performance is theorized. Data collected from 303 US manufacturing managers are analyzed using a covariance-based structural equation modeling (CB/SEM) methodology.

The CB/SEM results indicate that blockchain technology does not directly impact implementation of the linkages. Rather, implementation of blockchain technology supports implementation of IIoT technology, which strengthens supply chain linkages, thereby improving supply chain performance.

To the best of the authors’ knowledge, this study is one of the first to provide empirical evidence that Industry 4.0 technologies such as blockchain and IIoT strengthen linkages among supply chain partners related to power, benefits and risk reduction and that those stronger linkages lead to improved supply chain performance. It should be noted that this study is based on data from managers representing only one sector (manufacturing) and one country (USA). Replication based on data from other sectors and countries is needed to support generalization of the results.

Practitioners are provided with empirical evidence that the implementation of Industry 4.0 technologies such as blockchain and IIoT support supply chain management. These technologies facilitate data and information sharing among supply chain partners, enabling the integration and coordination of business processes throughout the entire supply chain.

The ultimate customers of supply chains benefit when supply chain partners work together efficiently and effectively. The implementation of blockchain and IIoT digital technologies lead to improve linkages among supply chain partners driving improvements in both efficiency and effectiveness, thus benefiting customers and society.

Industry 4.0 technologies are relatively new with the promise of improved supply chain performance. The efficacy of Industry 4.0 technologies as mechanisms to enhance information sharing is demonstrated based on the results of this study.

American manufacturers are striving to regain a competitive position in the world market. The Company Quality Profile (CQP), based on Deming′s 14 points, can be an effective way of determining a company′s quality position and monitoring improvements. The CQP can also be useful in cross‐sectional and longitudinal studies of quality, productivity and competitiveness. Develops the CQP and conducts an exploratory field evaluation of its utility in measuring a company′s quality position.

The creativity literature has largely overlooked an important construct associated with progressing beyond individual creative performance (i.e. the generation of an idea) to innovation (i.e. the implementation of an idea). That missing construct is leadership sagacity. Thus, the purpose of this paper is to discuss the role that sagacity plays between individual creative and innovative work. The authors also aim to discuss the importance of obtaining empirical organizational evidence that creative performance mediates the relationship between leadership supportive behavior and innovation as leadership sagacity plays an integral role among these vital relationships.

The authors provide theoretical reasoning for why sagacity is an important construct with regard to the relationships among leadership supportive behavior, individual creativity and innovation.

It is concluded that leadership sagacity is key to the production of innovative work.

It is vital for a leader who has approval authority for the allocation of resources and support to have a high level of sagacity, so that they have the level of discernment necessary to decide which creative ideas should be championed toward innovation.

Leadership sagacity is defined as the possession by an individual in an authority position of keen mental discernment, good judgment and wisdom necessary to recognize valuable work. This construct adds value to the creativity and innovation literature, yet it has been largely overlooked.

This aim of this paper, from a systems perspective, is to focus on the effects of Radio Frequency Identification (RFID) technology adoption and information sharing within a manufacturing facility on the just-in-time (JIT) and total quality management (TQM) practices and the subsequent impact on operational performance of manufacturing firms.

Data were collected from 104 manufacturing managers, supervisors and quality professionals and analyzed using a path analysis methodology.

RFID technology utilization and supply chain information sharing combine to enhance a manufacturing organization’s JIT and TQM capabilities which lead to improve operational performance.

Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.

Manufacturing managers are provided with a framework for assessing the synergistic impact of combining RFID technology and information sharing on the JIT and TQM capabilities and the subsequent impact on the operational performance of the firm.

A systems approach to assessing the impact of a combination of RFID technology and information sharing on operations programs is developed and tested. The results verify the importance of implementing RFID technology within an information sharing environment and support the proposition that RFID technology enhances both JIT and TQM capabilities.

The importance of using the internet to achieve competitive advantage has been well‐documented. An ever‐expanding array of technologies exist that enable firms to accomplish customer service online. Yet for many firms, determining which applications to employ can be perplexing. This study purports to examine the practices of service sector market leaders and measure performance results of adopting selected customer service applications. The aim was to identify inspirational targets and internet applications benchmarks among family owned businesses since for them, the importance of reputation may well hinge on providing outstanding customer service to the local community.

A six‐page self‐administered survey questionnaire was used to collect data from 374 family firms in West Michigan.

Findings suggest that while over 75 percent of firms use e‐mail to communicate with current customers and for customer service purposes, what distinguishes best practices is e‐mailing with prospective customers, targeting small or hard‐to‐reach markets, and adopting more sophisticated applications, including online product demonstration, ordering, delivery, and order tracking.

Since, this study focused on family firms in the service sector, future research opportunities could come from examination of the impact of family business‐related characteristics on customer service strategy and practices, and comparison across industry sectors or markets served (B2B versus B2C).

The paper should be useful for academic researchers and business practitioners seeking guidance in terms of which e‐business applications to employ.

The purposes of this study are to examine the relationship between the distribution of quality costs and the level of maturity of an organization's quality system, to assess the extent to which effective COQ systems and maturing quality systems affect organization performance, and to determine why some organizations do not utilize COQ systems.

A survey instrument was developed to determine the distribution of total quality cost among the four ASQ categories. The instrument also assesses the maturity of the organization's quality system using the ANSI/ISO/ASQ Q9004‐2000 performance maturity level classification system. Correlation analysis was used to examine the relationships between quality costs and quality system maturity.

External failure costs were found to decline as a percentage of total cost of quality (COQ) as an organization's quality system matures. Total COQ was found to increase as an organization moved from a very low level of quality system maturity to a higher level. Sales and profit growth were not significantly correlated with the presence of a quality cost system or with the level of maturity of the quality system. Lack of management support was found to be the most common reason why organizations do not systematically track quality costs.

Additional research is needed to determine the relationship between the presence of a COQ system and its effective integration with the quality system and organizational outcomes. Future research is needed to expand the study beyond the boundaries of the USA. Future research involving longitudinal studies would be beneficial in more accurately assessing the nature of the changes in COQ distribution over time.

The findings of this study suggest that organizations planning to implement a COQ system should ensure that management supports the program and is prepared for a short‐term increase in total COQ. These findings also support the often‐suggested expectation that in the long run the COQ system will lead to a significant reduction in external failure costs.

Systematic measurement of COQ is underutilized in practice. This study systematically examines why this is the case. In addition the study provides information that can be useful in justifying implementation of COQ measurement systems.