The Rise of the Creative Class

https://epublications.marquette.edu/cgi/viewcontent.cgi?article=1270&context=mgmt_fac

Qualitative case studies in operations management: Trends, research outcomes, and future research implications

Awareness and use of agile methods has grown rapidly among the information systems development (ISD) community in recent years. Like most previous methods, the development and promotion of these methods have been almost entirely driven by practitioners and consultants, with little participation from the research community during the early stages of evolution. While these methods are now the focus of more and more research efforts, most studies are still based on XP, Scrum, and other industry-driven foundations, with little or no conceptual studies of ISD agility in existence. As a result, this study proposes that there are a number of significant conceptual shortcomings with agile methods and the associated literature in its current state, including a lack of clarity, theoretical glue, parsimony, limited applicability, and naivety regarding the evolution of the concept of agility in fields outside systems development. Furthermore, this has significant implications for practitioners, rendering agile method comparison and many other activities very difficult, especially in instances such as distributed development and large teams that are not conducive to many of the commercial agile methods. This study develops a definition and formative taxonomy of agility in an ISD context, based on a structured literature review of agility across a number of disciplines, including manufacturing and management where the concept originated, matured, and has been applied and tested thoroughly over time. The application of the texonomy in practice is then demonstrated through a series of thought trials conducted in a large multinational organization. The intention is that the definition and taxonomy can then be used as a starting point to study ISD method agility regardless of whether the method is XP or Scrum, agile or traditional, complete or fragmented, out-of-the-box or in-house, used as is or tailored to suit the project context.

https://ulir.ul.ie/bitstream/handle/10344/574/L%201.pdf;sequence=2

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

http://files.ferraz8.webnode.com/200000070-87e5d8ad41/Artigo6.pdf

Modeling the metrics of lean, agile and leagile supply chain: An ANP-based approach

Purpose



– The advent of recession at the beginning of twenty-first century forced many organizations worldwide to reduce cost and to be more responsive to customer demands. Lean Manufacturing (LM) has been widely perceived by industry as an answer to these requirements because LM reduces waste without additional requirements of resources. This led to a spurt in LM research across the globe mostly through empirical and exploratory studies which resulted in a plethora of LM definitions with divergent scopes, objectives, performance indicators, tools/techniques/methodologies, and concepts/elements. The purpose of this paper is to review LM literature and report these divergent definitions, scopes, objectives, and tools/techniques/methodologies. 




Design/methodology/approach



– This paper highlights various definitions by various researchers and practitioners. A total of 209 research papers have been reviewed for the research contribution, research methodology adopted, tools/techniques/methodologies used, type of industry, author profile, country of research, and year of publication. 




Findings



– There are plethora of LM definitions with divergent objectives and scope. Theory verification through empirical and exploratory studies has been the focus of research in LM. Automotive industry has been the focus of LM research but LM has also been adopted by other types of industries also. One of the critical implementation factors of LM is simultaneous adoption of leanness in supply chain. LM has become an integrated system composed of highly integrated elements and a wide variety of management practices. There is lack of standard LM implementation process/framework. 




Originality/value



– The paper reviews 209 research papers for their research contribution, research methodology, author profile, type of industry, and tools/techniques/methodology used. Various characteristics of LM definitions are also reviewed.

Lean manufacturing: literature review and research issues

The textiles and apparel industry has been neglected in terms of supply chain management research. Recently, the industry has undergone a great deal of change, particularly with global sourcing and high levels of price competition. In addition, textiles and clothing has market characteristics, such as short product lifecycle, high volatility, low predictability, and a high level of impulse purchase, making such issues as quick response of paramount importance. This article discusses characteristics of the textiles and apparel industry and identifies the perspectives of lean, agile and leagility (a combination of these) within existing supply chain literature, which have been proffered as solutions to achieving quick response and reduced lead times. Through case studies of textile and apparel companies, different approaches to supply chain management are illustrated.

Lean or agile: A solution for supply chain management in the textiles and clothing industry?

Purpose – This paper seeks to address the complex nature of fast fashion buying through case studies with a supermarket, department store and own brand label. The phenomenon of fast fashion raises questions about traditional approaches to sourcing and buying, which are addressed here.Design/methodology/approach – Case studies were compiled with companies managing fast fashion, alongside other purchase and retail activities, namely a supermarket, department store and specialist fashion chain.Findings – Reveals the buying practices for fast fashion, namely, a combination of global and local suppliers, a leagile approach is typical; trust is an important factor in the supplier‐retailer relationship to ensure fast delivery at an agreed quality; and integration of key internal activities and processes to facilitate the speed of buying decisions that may be required.Originality/value – Gives insight into the factors affecting buying behaviour for fast fashion.

Buyer behaviour for fast fashion

Marketing and design are interconnected. Innovative design opens up new markets and clever design rekindles interest in a mature market. Well-designed products communicate quality and value to the consumer. Logotypes, leaflets, packaging and signage provide visual cues to reinforce the values of the company to the customer. Advertising and promotional activity makes consumers aware of new products and gives a message to the consumer about the product and/or service available. However, little is known about design management processes and activities from a marketing perspective. The paper addresses this issue primarily through the use of detailed cases.

Design and marketing connections: creating added value

Apparel and textiles is a dynamic sector, subject to constant change. In the recent times, the industry has experienced structural changes, particularly with global sourcing and high levels of price competition. In addition, textiles and clothing are characterised by short product lifecycles, high volatility, low predictability and high levels of impulse purchase. The latest wave of change is that of the credit crunch and its impact on consumer behaviour. It seems that consumers are migrating away from high cost and luxury items, focussing on long-lasting classics and generally consuming less. This article outlines the key features of the textiles and apparel supply chain and identifies the perspectives of lean, agile and leagility (a combination of these) as solutions to achieving quick response, fast fashion and reduced lead times. A case study approach was adopted to understand how companies in the sector are combining both lean and agile to address market conditions.

L Daly

Papers

Lean or agile: A solution for supply chain management in the textiles and clothing industry?

Buyer behaviour for fast fashion

Design and marketing connections: creating added value

Adding value: challenges for UK apparel supply chain management – a review

Delineating Design Factors that Influence the Global Product Launch Process