Outline

  • Abstract
  • Keywords
  • 1. Introduction
  • 2. Literature Review and Hypothesis Development
  • 2.1. Relationship Between Manufacturing Technologies and Operational Performance
  • 2.2. Relationship Between Lean Practices and Operational Performance
  • 2.3. Complementarities Between Manufacturing Technologies and Lean Practices
  • 3. Methods
  • 3.1. Sample and Procedure
  • 3.2. Measures
  • 3.2.1. Control Variables
  • 4. Results
  • 4.1. Scale Validity and Reliability
  • 4.2. Common Method Bias
  • 4.3. Pearson Correlations
  • 4.4. Structural Relationships for the Additive Model
  • 4.5. Structural Relationships of the Synergistic Model
  • 5. Discussion
  • 5.1. Implications for Theory
  • 5.2. Implications for Practice
  • 6. Limitations and Directions for Future Research
  • 7. Conclusion
  • Acknowledgements
  • References

رئوس مطالب

  • چکیده
  • کلید واژه ها
  • 1. مقدمه
  • 2. بررسی ادبیات و توسعه فرضیه
  • 2.1. رابطه بین فن آوری های تولید و عملکرد عملیاتی
  • 2.2. رابطه بین شیوه های ناب و عملکرد عملیاتی
  • 2.3. اصل مکمل بین فن آوری های تولید و شیوه های ناب
  • 3. روش‌ها
  • 3.1. نمونه و روش
  • 3.2. اقدامات
  • 3.2.1. متغیرهای کنترل
  • 4. نتایج
  • 4.1. اعتبار مقیاس و قابلیت اطمینان
  • 4.2. تأثیر روش رایج
  • 4.3. همبستگی پیرسون
  • 4.4. روابط ساختاری برای مدل جمعی
  • 4.5. روابط ساختاری مدل هم افزایی
  • 5. بحث
  • 5.1. مفاهیم برای تئوری
  • 5.2. پیامدها برای عمل
  • 6. محدودیت و دستورالعمل ها برای تحقیقات آینده
  • 7. نتیجه گیری

Abstract

This study investigates the unique and complementary effects of manufacturing technologies and lean practices on operational performance of manufacturing firms. Despite the importance of understanding how various resources are interrelated within firms, there have been few studies focusing on this area. Using data collected from 186 manufacturing plants in Thailand, we found that both manufacturing technologies and lean practices have unique effects on a range of operational performance dimensions, including quality, lead-time, flexibility, and cost. More importantly, however, we also found that both organizational resources have complementary (or synergistic) effects on those operational performance dimensions. Based on the research findings, we offer theoretical and practical insights which support the importance of building strong manufacturing technologies and lean practices that maximize operational performance.

Keywords: - - -

Conclusions

In conclusion, this study demonstrates the additive and synergistic effects of manufacturing technologies and lean practices on cost, product quality, lead-time, and flexibility. From a theoretical perspective, our study of 186 manufacturing plants in Thailand makes a valuable contribution to the manufacturing strategy literature and OM research, which seeks to identify the drivers of high performance. Drawing on RBV, our results suggest that different dimensions of performance require specific configurations of resources, so providing a more nuanced view of the relationships between manufacturing technologies and lean practices, and multiple facets of manufacturing performance. At the same time, in the light of the concept of complementarity, this study highlights the importance of the synergistic (enhancing) relationship between manufacturing technologies and lean practices in improving multiple dimensions of operational performance. The synergistic relationship between manufacturing technologies and lean practices presents one of the means by which firms can develop unique operations resources and advantages. This study suggests that the performance impact of manufacturing technologies is shaped and influenced by their interactions with lean practices. Therefore, failure to recognize these enhancing interactions could lead to an unnecessary overemphasis on certain categories of investment. As many manufacturing firms have sunk enormous amounts of capital into investments in these technologies over the past three decades, our findings can be translated into specific implications for strategic decision-making, technology justification, and performance improvement efforts. In particular, compared with previous research conducted in developed countries, we find that the synergistic and enhancing effects of manufacturing technologies and lean practices appear to be particularly consistent in the context of an emerging economy where both management skills and technologies are likely to be less developed, i.e., complementarity seems to be more important in such a context.

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