Showing papers in "Journal of Operations Management in 1999"

TL;DR: This article examined the relationship between total quality management practices and operational performance of a large number of manufacturing companies in order to determine the relationships between these practices, individually and collectively, and firm performance, and found that the categories of leadership, management of people and customer focus were the strongest significant predictors of operational performance.

TL;DR: In this paper, a structural model of strategic purchasing and its influence on supplier evaluation systems, buyer-supplier relationships, and firm's financial performance is presented, and the results of the data analysis provide support for each of the five hypotheses above.

TL;DR: In this paper, a paradigm for scale evaluation incorporating confirmatory factor analysis (CFA) for the assessment of unidimensionality is outlined along with methodology to assess other measurement properties such as convergent validity, discriminant validity, composite reliability, and average variance extracted.

TL;DR: It is shown in this study how these definitions can be used to generate scale items, thereby facilitating the development of generalizable manufacturing flexibility measures and several research avenues that can be explored once such measures are developed are also highlighted.

TL;DR: The work of a focus group of environmental and operations management researchers, which generated a broad framework useful for identifying fruitful research opportunities as mentioned in this paper, is structured along two dimensions: level of analysis and process of environmental improvement.

TL;DR: In this paper, the authors identify important factors that influence a firm's involvement in supplier development, develop reliable and valid measures of these factors, and test hypotheses regarding how the factors interrelate.

TL;DR: In this paper, the authors proposed that organizations that invest in advanced manufacturing technology and develop mechanisms for manufacturing managers to participate in strategy formulation will have improved competitive capabilities and better performance than firms that do not.

TL;DR: In this paper, the World Class Manufacturing (WCM) Project data set, comprised of plants in the machinery, electronics and transportation components industries, was used to construct measures to correspond to the practices and performance measures suggested by Hayes and Wheelwright.

TL;DR: In this article, a survey of 91 completed NPD projects representing a variety of manufacturing industries was conducted to explore the direct and interacting effects of manufacturing and other functional concerns on new product manufacturability.

TL;DR: In this paper, a model of service performance effects on customer satisfaction and loyalty is introduced and tested in the fast food service industry using customer perceptions of provider performance rather than relying on providers' self-reported performance indicators.

TL;DR: In this paper, the authors examined how organizational culture is related to outcomes associated with advanced manufacturing technology (AMT) implementation and found that cultural characteristics, as defined by the competing values model, are significantly related to AMT implementation outcomes.

TL;DR: In this paper, a theoretical framework for understanding the use of TPM and how it depends on managerial factors such as Just-in-Time (JIT), Total Quality Management (TQM), and Employee Involvement (EI) as well as environmental and organizational factors, such as country, industry and company characteristics.

TL;DR: The authors examined the theoretical arguments regarding why such strategic consensus is important and presented an exploratory analysis of data from seven manufacturing plants within the metalworking industry, finding that there are strategic areas where there is substantial disagreement between levels of the firm.

TL;DR: Although all three business strategies had no significant direct effects on performance, a high customer service strategy did have a significant positive effect on the intervening productivity variable, suggesting that much of the conceptual work in operations strategy may be applicable to service operations as well as manufacturing.

TL;DR: In this article, a human resource management (HRM) analysis framework is proposed and tested using data from first tier suppliers to the Big Three in North America, and four priority-specific HRM factors are strongly related to their respective manufacturing performance dimensions.

TL;DR: In this article, the authors compared OM scale development efforts and scale development in organizational behavior and psychology, and found that OM research tended to be theoretical and, when applied, tended to use the firm as a unit of measure.

TL;DR: Results from research that utilized a mail survey of North American manufacturers, and structured field interviews of users of advanced manufacturing technologies (AMT) found no relationship was found between the measures of environmental uncertainty and operational flexibility.

TL;DR: The findings show some significant changes in the kind of research being performed in the 1990s vs. the 1980s, and no apparent shift away from modeling solution methods nor any significant shift toward empirical methodologies are found.

TL;DR: In this paper, the authors show that adding product variety can have adverse cost and margin implications when marketing and manufacturing strategies are mis-aligned, and the critical strategic issues involve product pricing and manufacturing flexibility in product mix.

TL;DR: In this article, the authors explored and documented the processes by which large manufacturing firms develop and produce radical products, and found common themes emerging in the way these firms manage their new product development (NPD) process in this turbulent environment.

TL;DR: In this paper, the authors propose a contingency model and hypothesize that increases in product innovativeness weaken the influence of product synergies and development proficiencies on product performance and incorporate these hypotheses in a path model linking measures of product synergy, development proficiency, product competitive advantage, and product performance.

TL;DR: This paper examined the relationship between product customization and organizational structure and found that customization associates with more formal control, fewer layers, and narrower spans of control, and that these main effects are, for the most part, not moderated by size or environmental uncertainty.

TL;DR: In this paper, the authors raise the awareness of the OM community with the strengths and weaknesses of existing methodologies for developing and introducing innovative products to market, and suggest promising future directions for both practice and research when breakthrough products are involved.

TL;DR: Based on a review of both existing cell design approaches and socio-technical systems (STS) theory literature, the authors proposes a comprehensive model of cell system design that considers both technical and social dimensions.

TL;DR: In this paper, the entire network of usenet groups was monitored for 1 year for messages containing the name of one company and the messages were analyzed and a detailed description of this type of information was provided to evaluate its potential for use in this manner and to provide the basis for research questions that may guide further efforts in theory development.

TL;DR: In this paper, a situation is examined where a steel distributor faces stiff competition in its highly undifferentiated service offerings and price is the primary factor in attracting sales, and a model is developed that quantifies the benefits to the supplier from obtaining advanced commitments from downstream customers.

TL;DR: In this article, a contingency model depicting a moderating effect of the emphasis on flexibility on the relationship between work force management practices and managerial performance is proposed, and the results of the regression analyses suggest that the better performing manufacturing managers strongly demonstrate the relationship-oriented practices, such as team building, supporting, networking, inspiring, recognizing, etc., and participative leadership and delegation practices, when the emphasis of flexibility is high.

TL;DR: In this article, the authors show that yields are especially important in periods of constrained capacity, such as new product ramp-up, and that an eight percentage point improvement in process yields can outweigh a US$20/h increase in direct labor wages.

TL;DR: Shafer et al. as mentioned in this paper proposed an underlying theory to describe the discipline necessary for effective cell operation, emphasizing that cell operators are central to the discipline, underscoring their position that a cell is more than an arrangement of equipment.

TL;DR: In this paper, the authors present rankings of the publication outlets in the field of production and operations management (POM) as perceived by POM researchers in Europe and identify differences between the rankings obtained by their study and those obtained by existing studies.