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Novelty does not necessarily mean focusing on emerging phenomena, novel approaches to examinations of established phenomena are equally interesting and relevant.","PUBLISHER","PENDING",null,4,[27,33,39,45],{"id":28,"createTime":24,"updateTime":24,"relativeEntities":29,"label":30,"description":32,"parentId":24,"standard":24,"scholarHubFieldId":24},"3a20e05c-518b-4393-bc39-ba5a6338d455",[],{"EN":31},"Strategy and Management",{},{"id":34,"createTime":24,"updateTime":24,"relativeEntities":35,"label":36,"description":38,"parentId":24,"standard":24,"scholarHubFieldId":24},"a2a5d1c5-cd41-43f2-8cbf-db0e5429c29e",[],{"EN":37},"Industrial and Manufacturing Engineering",{},{"id":40,"createTime":24,"updateTime":24,"relativeEntities":41,"label":42,"description":44,"parentId":24,"standard":24,"scholarHubFieldId":24},"1700c9d4-8702-4a01-8854-5ab9fde7d2df",[],{"EN":43},"Management Science and Operations Research",{},{"id":46,"createTime":24,"updateTime":24,"relativeEntities":47,"label":48,"description":50,"parentId":24,"standard":24,"scholarHubFieldId":24},"bb1bad44-29ec-44f6-a988-069cb69215fd",[],{"EN":49},"Computer Science Applications",{},[52,59],{"id":53,"createTime":24,"updateTime":24,"relativeEntities":54,"slug":24,"properties":55,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":58,"statistic":24},"43d4a537-d044-4372-8544-ca45c3bea38f",[],{"title":56},{"EN":57},"WILEY",[],{"id":60,"createTime":24,"updateTime":24,"relativeEntities":61,"slug":24,"properties":62,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":65,"statistic":24},"2ea55c76-ecc2-4e81-94b5-baabc3f11863",[],{"title":63},{"EN":64},"John Wiley & Sons Inc.",[],[67,87,104],{"id":68,"indexDatabase":69,"url":79,"indexYears":80,"academicFieldIds":81,"indexDatabaseRanking":86},"5bdd78ca-27ef-4059-b20f-8ca698d3ab2f",{"id":70,"createTime":24,"updateTime":24,"relativeEntities":71,"label":72,"description":74,"key":76,"publicationTags":77,"standard":24},"3c7051d4-eb7d-4c57-a56b-36fc74c5d1e9",[],{"EN":73,"VI":73},"Scopus - 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A review of 103 survey‐based articles published in the \u003Cjats:italic>Journal of Operations Management\u003C\u002Fjats:italic> between 1993 and 2001 shows that listwise deletion, which is often the least accurate technique of dealing with missing data, is heavily utilized by OM researchers. The paper also discusses the research implications of missing data, types of missing data and concludes with recommendations on which techniques should be used under different circumstances in order to improve the treatment of missing data in OM survey research.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":212,"VI":213},"A review of techniques for treating missing data in OM survey research","Tổng quan các kỹ thuật xử lý dữ liệu thiếu trong nghiên cứu khảo sát OM",{"VOID":215},"10.1002\u002Ffor.3980080204\n10.1002\u002Fsim.4780080208\n10.1016\u002FS0272-6963(02)00004-9\n10.1007\u002FBF02294022\nByrne B.M., 2001, Structural Equation Modelling with AMOS\n10.2307\u002F2284409\n10.1080\u002F01621459.1976.10480956\nCohen J., 1983, Applied Multiple Regression\u002FCorrelational Analysis for the Behavioral Sciences\n10.1111\u002Fj.1540-5915.1986.tb00219.x\n10.1080\u002F03610928208828222\n10.1080\u002F00221309809595542\n10.1177\u002F1094428103255532\n10.1016\u002F0272-6963(90)90098-X\nFord B.L., 1976, Statistical Reporting Service\nFord B.L., 1983, Incomplete Data in Sample Surveys. Theory and Bibliographies, vol. II, 185\n10.1007\u002FBF02293565\n10.1016\u002FS0272-6963(02)00003-7\n10.1007\u002FBF02291569\n10.1037\u002F0021-9010.78.1.119\nHawkins M.R., 1991, An overmodeled world, Direct Marketing, 21\n10.1509\u002Fjmkr.37.4.490.18795\nKaufman C.J., 1988, The application of logical imputation to household measurement, Journal of the Market Research Society, 30, 453\n10.1016\u002FS0272-6963(01)00071-7\nKline R.B., 1998, Principles and Practice of Structural Equation Modelling\n10.1177\u002F004912417700600206\nKoslowsky S., 2002, The case of the missing data, Journal of Database Marketing, 9, 312\n10.1177\u002F0013164494054003001\n10.1002\u002Fsim.4780070131\n10.1111\u002Fj.2044-8317.1990.tb00931.x\n10.1097\u002F00005650-198708000-00004\n10.2307\u002F1391879\nLittle R.J.A., 1987, Statistical Analysis with Missing Data\nMadlow W.G., 1983, Report and Case Studies, vol. 1\n10.2307\u002F3151755\n10.1177\u002F1094428103254673\nNie N.H., 1975, Statistical Package for the Social Sciences\nQuinten A., 1999, Effectiveness of different missing data treatments in surveys with Likert‐type data: introducing the relative mean substitution approach, Educational and Psychological Measurement, 59, 725, 10.1177\u002F0013164499595001\n10.1177\u002F016327878600900401\n10.1177\u002F0013164487471002\n10.1111\u002Fj.1744-6570.1994.tb01736.x\n10.1177\u002F109442819923001\n10.1016\u002F0304-4076(91)90001-T\n10.1162\u002F003465399558283\n10.1177\u002F014920637800400107\n10.1016\u002F0272-6963(95)00020-S",{"VOID":217},"10.1016\u002Fj.jom.2005.03.001","PUBLICATION","VERIFIED","2025-01-28T03:24:48.444+00:00","Auto 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Tsikriktsis","ARTICLE",{"url":224,"publisher":244,"properties":306},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":245,"slug":10,"properties":246,"entityType":22,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":25,"subjectFields":251,"manageAffiliations":268,"indexDatabases":279,"url":119,"thumbnailPath":24,"statistic":301,"gsStatistic":24,"type":24,"analyzePriority":24},[],{"country":247,"eissn":248,"issn":249,"title":250},{"VOID":13},{"VOID":15},{"VOID":17},{"EN":19},[252,256,260,264],{"id":28,"createTime":24,"updateTime":24,"relativeEntities":253,"label":254,"description":255,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":31},{},{"id":40,"createTime":24,"updateTime":24,"relativeEntities":257,"label":258,"description":259,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":43},{},{"id":34,"createTime":24,"updateTime":24,"relativeEntities":261,"label":262,"description":263,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":37},{},{"id":46,"createTime":24,"updateTime":24,"relativeEntities":265,"label":266,"description":267,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":49},{},[269,274],{"id":53,"createTime":24,"updateTime":24,"relativeEntities":270,"slug":24,"properties":271,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":273,"statistic":24},[],{"title":272},{"EN":57},[],{"id":60,"createTime":24,"updateTime":24,"relativeEntities":275,"slug":24,"properties":276,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":278,"statistic":24},[],{"title":277},{"EN":64},[],[280,287,294],{"id":68,"indexDatabase":281,"url":79,"indexYears":80,"academicFieldIds":286,"indexDatabaseRanking":86},{"id":70,"createTime":24,"updateTime":24,"relativeEntities":282,"label":283,"description":284,"key":76,"publicationTags":285,"standard":24},[],{"EN":73,"VI":73},{"EN":73,"VI":75},[78],[82,83,84,85],{"id":88,"indexDatabase":288,"url":101,"indexYears":24,"academicFieldIds":293,"indexDatabaseRanking":24},{"id":90,"createTime":24,"updateTime":24,"relativeEntities":289,"label":290,"description":291,"key":97,"publicationTags":292,"standard":24},[],{"EN":93,"VI":93},{"EN":95,"VI":96},[99,100],[103],{"id":105,"indexDatabase":295,"url":101,"indexYears":24,"academicFieldIds":300,"indexDatabaseRanking":24},{"id":107,"createTime":24,"updateTime":24,"relativeEntities":296,"label":297,"description":298,"key":114,"publicationTags":299,"standard":24},[],{"EN":110,"VI":110},{"EN":112,"VI":113},[116,100],[118],{"impactFactor":121,"impactFactorByYear":302,"i10Index":135,"i10IndexLast5Year":25,"totalPublication":136,"totalPublicationByYear":303,"totalCitation":158,"totalCitationByYear":304,"totalCitationPerPublication":178,"totalCitationPerPublicationByYear":305,"hindexLast5Year":147,"hindex":147},{"2012":123,"2013":124,"2014":125,"2015":126,"2016":127,"2017":128,"2018":129,"2019":130,"2020":131,"2021":132,"2022":133,"2023":134},{"1980":25,"1981":138,"1982":139,"1983":139,"1984":138,"1985":140,"1986":141,"1987":138,"1988":142,"1989":138,"1990":143,"1991":132,"1993":144,"1994":142,"1995":135,"1996":145,"1997":143,"1998":146,"1999":147,"2000":148,"2001":149,"2002":140,"2003":141,"2004":150,"2005":147,"2006":149,"2007":151,"2008":152,"2009":146,"2010":134,"2011":153,"2012":134,"2013":154,"2014":150,"2015":155,"2016":155,"2017":144,"2018":134,"2019":156,"2020":156,"2022":157},{"1990":160,"1995":161,"1996":162,"1998":163,"1999":164,"2000":165,"2004":166,"2005":151,"2008":167,"2009":168,"2010":169,"2012":170,"2014":171,"2015":172,"2016":173,"2017":174,"2019":175,"2020":176,"2022":177},{"1990":180,"1995":181,"1996":182,"1998":183,"1999":184,"2000":185,"2004":186,"2005":187,"2008":188,"2009":189,"2010":190,"2012":191,"2014":192,"2015":193,"2016":194,"2017":195,"2019":196,"2020":197,"2022":177},{"pages":307,"volume":309},{"VOID":308},"53-62",{"VOID":310},"24","2005-12-01",2005,[99,116,86],false,{"id":316,"createTime":317,"updateTime":318,"relativeEntities":319,"slug":320,"properties":321,"entityType":218,"verifyStatus":219,"verifyTime":332,"verifyNote":221,"languages":24,"translateLanguages":24,"viewCount":121,"primaryUrl":333,"fullTextUrl":24,"authors":334,"publicationType":242,"publisherRelationship":382,"citationCount":450,"citationInfo":451,"publishDate":455,"publishYear":452,"citationAnalyzeStatus":456,"lastCitationAnalyze":457,"indexDatabases":458,"openAccess":24,"references":24,"isForceReanalyzing":314},"eecc8854-3db7-4096-80ea-b09d64875f95","2024-01-25T10:46:49.463+00:00","2026-08-14T12:48:48.007+00:00",[],"Work-team-performance-over-time-three-case-studies-of-South-African-manufacturers",{"abstract":322,"title":324,"gsPaper":326,"references":328,"doi":330},{"EN":323},"\u003Cjats:title>Abstract\u003C\u002Fjats:title>\u003Cjats:sec>\u003Cjats:label \u002F>\u003Cjats:p>In this paper, we report on three case studies of South African manufacturing firms that made significant efforts to implement shopfloor improvement teams. Following Meredith’s [J. Operat. Manage. 16 (1998) 441] suggestion to use case studies as a basis for theory formulation, insights from the cases were used to extend existing theory by generating hypotheses pertaining to the timing and sustainability of performance gains following the implementation of performance improvement teams, focusing, in particular on \u003Cjats:italic>ongoing\u003C\u002Fjats:italic> performance improvement teams. Because of the richness of the case study data, we delve deeper than other studies into the actions of teams and management to better understand how and why successful performance improvement teams evolve as they do. Stated in temporal order, our main hypotheses are: work team engagement is positively associated with early implementation credibility‐building activities; both outcome‐orientation and substantive participation are positively associated with a rapid rate of performance gains; and team institutionalization is positively associated with sustaining performance gains. The findings of the case studies and the associated hypotheses are summarized in a time‐phased framework for work team implementation. Limitations and directions for further research are discussed.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":325},"Work team performance over time: three case studies of South African manufacturers",{"VOID":327},"[\"9439601045397307223\"]",{"VOID":329},"10.1111\u002Fj.1540-5915.1995.tb01444.x\nBanker R.D., 1996, The impact of work teams on manufacturing performance: a longitudinal field study, Academy of Management Journal, 39, 867, 10.2307\u002F256715\n10.1287\u002Fmsom.3.1.25.9996\nBhorat H., 1999, Decomposing shifts in labour demand in South Africa, The South African Journal of Economics, 67, 348, 10.1111\u002Fj.1813-6982.1999.tb01146.x\nFaull N. Grutter A. Lomofsky D. 1996. Bringing Japan to the South African shopfloor. In: Proceedings of the World Productivity Assembly. National Productivity Institute Pretoria.\n10.2307\u002F2392936\nGlaser B. Strauss A. 1967. The Discovery of Grounded Theory: Strategies in Qualitative Research. Wiedenfield and Nicolson London.\nGriffin R.W., 1988, Consequences of quality circles in an industrial setting: a longitudinal assessment, Academy of Management Journal, 31, 338, 10.2307\u002F256551\nHackman J.R. 1987. The design of work teams. In: Lorsch J.W. (Ed.) Handbook of Organizational Behavior. Prentice‐Hall Englewood Cliffs NJ pp. 315–342.\nKatzenbach J.R. Smith D.K. 1993. The Wisdom of Teams: Creating the High‐Performance Organization. Harper Business New York.\n10.2307\u002F259164\nLatham G.P., 1983, The motivational effects of participation versus goal setting on performance, Academy of Management Journal, 26, 406, 10.2307\u002F256253\nLawler E.E., 1989, Quality circles: after the honeymoon, Organizational Dynamics, 15, 42, 10.1016\u002F0090-2616(87)90043-X\nLocke E.A. Schweiger D.M. 1979. Participation in decision‐making: one more look. In: Staw B.M. Cummings L.L. (Eds.) Research in Organizational Behaviour Vol. 1. JAI Press Greenwich CT pp. 265–339.\n10.2307\u002F259182\nMcCutcheon D., 1993, Conducting case studies for operations management research, Journal of Operations Research, 11, 239\n10.1016\u002FS0272-6963(98)00023-0\n10.1002\u002Fjob.4030060202\n10.1016\u002FS0272-6963(98)00029-1\nNutt P.C., 1986, Tactics of implementation, Academy of Management Journal, 29, 230, 10.2307\u002F256187\nSchonberger R.J. 1996. World Class Manufacturing: The Next Decade. Free Press New York.\n10.1016\u002FS0925-5273(96)00097-7\nWomack J.P. Jones D.T. 1996. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Simon and Schuster New York.\nYeatts D.E. Hyten C. 1998. High‐Performing Self‐Managed Work Teams: A Comparison of Theory to Practice. Sage Thousand Oaks CA.",{"VOID":331},"10.1016\u002Fs0272-6963(02)00031-1","2024-05-16T08:37:47.396+00:00","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002FS0272696302000311",[335,350,367],{"id":336,"sortIndex":121,"researcher":24,"roles":337,"affiliations":338,"properties":347,"displayName":349,"givenName":24,"familyName":24},"bfe8b941-29e8-49f9-bdac-342e7b494af5",[229],[339],{"id":340,"sortIndex":121,"affiliation":341,"properties":24},"797c4a49-173f-40ff-894e-1e53bdb9187e",{"id":340,"createTime":24,"updateTime":24,"relativeEntities":342,"slug":24,"properties":343,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":346,"statistic":24},[],{"title":344},{"VI":345},"Department of Management, University of the Western Cape, P.O. Box X17, 7535 Bellville, Cape Town, South Africa",[],{"title":348},{"VI":349},"Anton W Grütter",{"id":351,"sortIndex":157,"researcher":24,"roles":352,"affiliations":353,"properties":362,"displayName":364,"givenName":24,"familyName":24},"2a177272-bd27-427f-8c5b-cb83ba924c20",[229],[354],{"id":355,"sortIndex":121,"affiliation":356,"properties":24},"bbff0141-d4e6-4d6e-8b00-76d7912ebc90",{"id":355,"createTime":24,"updateTime":24,"relativeEntities":357,"slug":24,"properties":358,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":361,"statistic":24},[],{"title":359},{"VI":360},"Wallace E. 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\u002F>\u003Cjats:p>In emerging markets, supply chains increasingly serve as critical value chains through which ideas, practices and knowledge flow to and from suppliers and buyers. Drawing on buyer‐supplier collaboration literature and organizational learning theory, we examine the antecedents and underlying mechanisms of product co‐development. Due to emerging markets' unique institutional environments, we further investigate how government intervention and guanxi importance moderate supplier‐buyer collaborative outcomes. Dyadic data from 323 supplier‐buyer pairs in China largely support our theoretical framework. Partners' knowledge commonality has a curvilinear (inverted U‐shaped) relationship to product co‐development, whereas goal compatibility has a positive impact on product co‐development. Mutual learning partially mediates the main effect. Furthermore, government intervention weakens the positive effect of mutual learning on product co‐development whereas guanxi importance strengthens this relationship. This research provides fresh theoretical and managerial implications to supply chain collaboration in emerging markets.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":469},"Product co‐development in an emerging market: The role of buyer‐supplier compatibility and institutional environment",{"VOID":471},"[\"14904868537095744310\"]",{"VOID":473},"Ahrens N., 2013, China's Competitiveness: Myth, Reality, and Lessons for the United States and Japan\n10.1002\u002F(SICI)1097-0266(200003)21:3\u003C317::AID-SMJ90>3.0.CO;2-B\nJ.Antonakis S.Bendahan P.Jacquart R.Lalive.Causality and endogeneity: problems and solutions The Oxford handbook of leadership and organizations2014;93–117\n10.1287\u002Forsc.1100.0621\nArikan A.T., 2009, Interfirm knowledge exchanges and the knowledge creation capability of clusters, Acad. Manag. Rev., 34, 658\n10.1509\u002Fjmkg.2005.69.4.61\n10.1016\u002Fj.jom.2010.02.001\n10.1016\u002Fj.jom.2015.10.003\n10.1037\u002F0022-3514.51.6.1173\n10.1002\u002F9781118619179\n10.1111\u002Fj.0737-6782.2004.00067.x\n10.1111\u002F1467-9310.00093\n10.5465\u002Famr.1995.9507312922\nBusenitz L.W., 2000, Country institutional profiles: unlocking entrepreneurial phenomena, Acad. Manag. J., 43, 994, 10.2307\u002F1556423\n10.1016\u002Fj.jom.2009.11.005\n10.2307\u002F3151999\n10.1016\u002Fj.jom.2010.12.008\n10.1509\u002Fjim.14.0088\n10.1016\u002Fj.indmarman.2010.12.011\nChesbrough H., 2006, Open Innovation: Researching a New Paradigm\nChesbrough H.W., 2003, Open Innovation: the New Imperative for Creating and Profiting from Technology\n10.1177\u002F1094428107300343\n10.1016\u002Fj.jom.2010.01.003\n10.1057\u002Fpalgrave.jibs.8400033\n10.1057\u002Fpalgrave.jibs.8490935\n10.1177\u002F1094428114555994\n10.1002\u002F(SICI)1097-0266(200001)21:1\u003C1::AID-SMJ63>3.0.CO;2-P\nCohen J., 2003, Applied Multiple Regression\u002Fcorrelation Analysis for the Behavioral Sciences\n10.2307\u002F2393553\n10.1002\u002Fsmj.4250120802\n10.2307\u002F259291\n10.1007\u002Fs10869-013-9308-7\n10.1002\u002Fsmj.355\n10.2307\u002F2095101\n10.1002\u002F(SICI)1097-0266(199708)18:7\u003C535::AID-SMJ885>3.0.CO;2-Z\n10.1002\u002F(SICI)1097-0266(200003)21:3\u003C345::AID-SMJ96>3.0.CO;2-N\n10.2307\u002F259056\n10.1287\u002Fmksc.1060.0263\n10.1002\u002Fsmj.912\n10.1509\u002Fjmkg.72.4.090\n10.1509\u002Fjm.13.0490\n10.1016\u002Fj.indmarman.2005.07.004\n10.1016\u002Fj.jom.2009.06.001\n10.1016\u002Fj.jom.2008.09.003\nGarvin D.A., 2008, Is yours a learning organization?, Harv. Bus. Rev., 86, 109\n10.2307\u002F2393535\n10.1086\u002F228311\n10.1002\u002Fsmj.4250171110\n10.1509\u002Fjmkg.66.3.82.18504\n10.1509\u002Fjmkg.72.4.012\n10.1016\u002FS0272-6963(15)00056-X\n10.2307\u002F41166019\n10.1287\u002Forsc.1030.0045\n10.2307\u002F1556394\n10.1016\u002Fj.jom.2007.11.002\n10.1287\u002Forsc.2.1.88\n10.5465\u002Famr.2005.15281445\n10.1037\u002F0021-9010.78.5.753\n10.2307\u002F3152000\n10.1016\u002FS0167-8116(01)00028-3\n10.1509\u002Fjmkr.37.2.227.18735\n10.1111\u002Fjpim.12082\n10.1509\u002FJMKG.72.3.001\nKamath R.R., 1994, A second look at Japanese product development, Harv. Bus. Rev., 72, 154\nKaufmann D., 2008, Governance Matters VIII: Aggregate and Individual Governance Indicators, 1996–2008\n10.1016\u002Fj.jom.2002.07.001\n10.1016\u002FS0272-6963(99)00002-9\n10.1016\u002Fj.jom.2006.10.009\n10.1002\u002F(SICI)1097-0266(199805)19:5\u003C461::AID-SMJ953>3.0.CO;2-L\n10.1177\u002F1094428105284919\nLe L., 2003, Influences of Confucianism on the Market Economy of China\n10.1108\u002F03090560110363346\n10.1509\u002Fjmkg.75.4.110\nLee P.M., 2003, Ownership structures and RandD investments of US and Japanese firms: agency and stewardship perspectives, Acad. Manag. J., 46, 212, 10.2307\u002F30040615\n10.1207\u002Fs15327906mbr3901_2\n10.5465\u002Famj.2008.31767271\nLi H., 2001, Product innovation strategy and the performance of new technology ventures in China, Acad. Manag. J., 44, 1123, 10.2307\u002F3069392\nLi Z., 2009, Analysis of the dynamic relationship between the emergence of independent Chinese automobile manufacturers and international technology transfer in China's auto industry, Ann. Bus. Admin. Sci., 8, 21\n10.1509\u002Fjim.12.0047\n10.1057\u002Fpalgrave.jibs.8490068\n10.1057\u002Fpalgrave.jibs.8400373\n10.1287\u002Forsc.13.1.48.538\n10.1057\u002Fpalgrave.jibs.8400125\n10.2307\u002F1251899\n10.1287\u002Forsc.9.3.326\n10.2307\u002F25148671\n10.1287\u002Forsc.2.1.71\nMcCarter M.W., 2011, Testing the waters: using collective real options to manage the social dilemma of strategic alliances, Acad. Manag. Rev., 36, 621\n10.1002\u002Fsmj.484\n10.1016\u002Fj.omega.2003.09.005\n10.1111\u002Fj.1745-493X.2000.tb00247.x\n10.1016\u002Fj.jom.2009.10.004\n10.1002\u002F(SICI)1097-0266(199603)17:3\u003C169::AID-SMJ801>3.0.CO;2-#\n10.5465\u002Famj.2009.44634482\n10.1002\u002Fsmj.4250171108\n10.1016\u002Fj.jom.2009.11.001\n10.1287\u002Forsc.5.1.14\n10.1509\u002Fjmkg.75.5.34\n10.1017\u002FCBO9780511808678\n10.1177\u002F1094428110368562\n10.1007\u002Fs11135-006-9018-6\n10.1108\u002FS1548-6435(2009)0000006008\n10.1108\u002FJBIM-11-2012-0220\n10.5465\u002Famr.2008.31193538\n10.1002\u002Fsmj.167\n10.2307\u002F1556406\n10.1057\u002Fpalgrave.jibs.8400377\n10.1016\u002Fj.indmarman.2004.08.002\n10.1111\u002F1540-5885.00028\n10.1016\u002Fj.jom.2004.07.009\n10.1037\u002F0021-9010.88.5.879\nPodsakoff P.M., 1986, Self‐reports in organizational research: problems and prospects, J. Manag., 12, 531\n10.1108\u002F02651330710832658\nPrahalad C.K., 2004, The Future of Competition: Co‐creating Unique Value with Customers\n10.3758\u002FBF03206553\n10.1016\u002FS0148-2963(00)00158-2\n10.1016\u002FS0737-6782(97)00007-6\n10.1509\u002Fjmkr.45.3.261\n10.1509\u002Fjmkg.65.2.1.18253\n10.1002\u002Fsmj.634\n10.1002\u002Fsmj.376\n10.1509\u002Fjm.10.0494\n10.1177\u002F03079450094216\nScott R., 2001, Institutions and Organizations\nScott W., 2008, Institutions and Organizations: Ideas and Interests\n10.1509\u002Fjmkg.67.3.80.18656\n10.1509\u002Fjm.75.1.1\n10.1287\u002Forsc.10.2.134\n10.1509\u002Fjmkg.75.4.166\n10.1057\u002Fjibs.2013.71\n10.1016\u002Fj.jbusres.2012.11.014\n10.1177\u002F002224299405800103\n10.1177\u002F0092070397254003\n10.2307\u002F1252250\n10.1016\u002Fj.jom.2007.06.001\n10.5465\u002Famj.2011.64870140\n10.1023\u002FA:1017570803846\nSubramaniam M., 2004, Balancing standardization and adaptation for product performance in international markets: testing the influence of headquarters‐subsidiary contact and cooperation, Manag. Int. Rev., 171\n10.1002\u002Fsmj.164\n10.2307\u002F257085\n10.5465\u002Famj.2011.59215084\nVon Hippel E., 1988, The Sources of Innovation\n10.1509\u002Fjimk.11.1.97.20141\n10.1016\u002Fj.jom.2005.08.006\n10.1509\u002Fjmkg.68.2.88.27787\n10.1037\u002Fa0036995\n10.1002\u002Fsmj.1959\n10.1057\u002Fjibs.2010.7\nZhou K.Z., 2010, Technological capability, strategic flexibility, and product innovation, Strateg. Manag. 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4,"references":616,"doi":618},{"EN":611},"\u003Cjats:title>Abstract\u003C\u002Fjats:title>\u003Cjats:sec>\u003Cjats:label \u002F>\u003Cjats:p>In many industries, firms are seeking to cut concept to customer development time, improve quality, reduce the cost of new products and facilitate the smooth launch of new products. Prior research has indicated that the integration of material suppliers into the new product development (NPD) cycle can provide substantial benefits towards achieving these goals. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. Moreover, suppliers may be involved at different stages of the new product development process. Early supplier involvement is a key coordinating process in supply chain design, product design and process design.\u003C\u002Fjats:p>\u003Cjats:p>Several important questions regarding supplier involvement in new product development remain unanswered. Specifically, we look at the issue of what managerial practices affect new product development team effectiveness when suppliers are to be involved. We also consider whether these factors differ depending on \u003Cjats:italic>when\u003C\u002Fjats:italic> the supplier is to be involved and \u003Cjats:italic>what level of responsibility\u003C\u002Fjats:italic> is to be given to the supplier. Finally, we examine whether supplier involvement in new product development can produce significant improvements in financial returns and\u002For product design performance. We test these proposed relationships using survey data collected from a group of global organizations and find support for the relationships based on the results of a multiple regression analysis.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":613},"Supplier integration into new product development: coordinating product, process and supply chain design",{"VOID":615},"[\"11408003046245443561\"]",{"VOID":617},"10.1111\u002F1540-5885.00034\n10.1177\u002F002224377701400320\nAuster E., 1992, The relationship of industry evolution to patterns of technological linkages, joint ventures, and direct investment between U.S. and Japan, Management Science, 17, 1\n10.1287\u002Fisre.8.2.107\n10.1287\u002Fmnsc.41.9.1471\nCohen J., 2003, Applied multiple regression\u002Fcorrelation analysis for the behavioral sciences\n10.2307\u002F2393553\n10.1002\u002F(SICI)1097-0266(199909)20:9\u003C867::AID-SMJ55>3.3.CO;2-Y\n10.1007\u002F978-1-4612-4444-8_1\nCook T., 1979, Quasi‐Experimentation: Design & Analysis Issues\n10.1108\u002F01443570210433526\nCorswant F. Tunalv C. 2002. Coordinating customers and proactive suppliers: a case study of supplier collaboration in product development. Journal of Engineering and Technology Management 19 (3\u002F4) 249.\n10.1007\u002FBF02310555\nDaft R., 1993, Organizational Change and Redesign\n10.1002\u002F(SICI)1097-0266(199708)18:7\u003C535::AID-SMJ885>3.0.CO;2-Z\nDyer J., 1993, Japanese‐style partnerships: giving companies a competitive edge, Sloan Management Review, 35, 51\n10.2307\u002F259056\n10.2307\u002F2393701\nGranovetter M., 1992, Networks and Organizations: Structure Form and Action\n10.1111\u002F1540-5885.1330191\nGriffin A., 1992, Patters of communication among marketing, engineering, and manufacturing—a comparison between two product teams, Management Science, 38, 363, 10.1287\u002Fmnsc.38.3.360\n10.1002\u002Fsmj.4250140505\n10.1057\u002Fpalgrave.jibs.8490135\n10.1016\u002FS0019-8501(01)00169-9\n10.2307\u002F41166019\nHauser J., 1988, The house of quality, Harvard Business Review, 66, 63\n10.1111\u002Fj.0737-6782.2004.00061.x\n10.1002\u002F(SICI)1097-0266(199905)20:5\u003C467::AID-SMJ38>3.0.CO;2-J\n10.1287\u002Fmnsc.30.8.928\n10.1111\u002F1540-5885.00031\n10.1111\u002F1540-5885.00035\n10.1111\u002F1540-5885.1560534\n10.1002\u002Fsmj.4250090403\n10.1109\u002FTEM.2002.1010879\nLiker J., 1997, Risky business or competitive power? supplier involvement in Japanese product design, Journal of Product Innovation Management, 13, 337\n10.1111\u002F1540-5885.930200\n10.1142\u002FS1363919698000080\nMonczka R., 2000, New product development: supplier integration strategies for success\n10.1111\u002Fj.1540-5915.1998.tb01354.x\nNoteboom B., 1997, Effects of trust and governance on relational risk, Academy of Management Review, 40, 308\n10.2307\u002F256883\n10.1111\u002F1540-5885.00028\n10.1016\u002FS0272-6963(01)00080-8\n10.1016\u002FS0737-6782(97)00007-6\n10.1016\u002FS0148-2963(00)00158-2\n10.2307\u002F256890\nSimon H., 1968, Observations and opinions: the future of information processing technology, Management Science, 4, 1\n10.1504\u002FIJTM.2002.003012\n10.1037\u002F0033-2909.95.2.334\n10.1111\u002F1540-5885.1960439\n10.1111\u002F1540-5885.00042\nTeece D. 1986. Profiting from technological innovation: Implications for integration collaboration licensing and public policy. Research Policy 15 (6) 285–305\n10.1002\u002F(SICI)1097-0266(199810)19:10\u003C939::AID-SMJ978>3.0.CO;2-Z\n10.1002\u002Fsmj.4250160917\nWalsh J., 1995, Managerial and organizational: cognition notes from a trip down memory lane, Organization Science, 6, 269, 10.1287\u002Forsc.6.3.280\n10.1111\u002F1540-5885.1450337\nWilliamson O., 1985, The Economic Institutions of Capitalism\n10.1016\u002FS0166-4972(01)00031-1\nZajac E., 1993, From transaction cost to transactional value analysis: Implications for the study of interorganizational strategies, Research in Organizational Behavior, 8, 53\n10.1108\u002F01443570210452066",{"VOID":619},"10.1016\u002Fj.jom.2004.07.009","2024-08-30T21:42:15.925+00:00","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002FS0272696304001056",[623,643,660],{"id":624,"sortIndex":121,"researcher":24,"roles":625,"affiliations":626,"properties":638,"displayName":640,"givenName":24,"familyName":24},"ebae76ac-fb90-43a2-b6e4-36020e5a97f2",[229],[627],{"id":628,"sortIndex":121,"affiliation":629,"properties":635},"a985fd4e-2172-4764-8224-1f6ed73ef362",{"id":628,"createTime":24,"updateTime":24,"relativeEntities":630,"slug":24,"properties":631,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":634,"statistic":24},[],{"title":632},{"VI":633},"Department of Supply Chain Management, W. P. Carey School of Business, Arizona State University, Tempe, AZ 85287-4706, United States",[],{"title":636},{"VI":637},"Department of Supply Chain Management, W.P. Carey School of Business, Arizona State University, Tempe, AZ 85287-4706, USA",{"title":639,"gsAuthor":641},{"VI":640},"Kenneth J. 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\u002F>\u003Cjats:p>Many US firms are improving their individual competitiveness by offshoring manufacturing operations, services and, increasingly, knowledge work. Although research to date has maintained that these practices are beneficial to the offshoring firm and national economies, by reducing costs and expanding markets, little is known about the longer term effect of offshoring on the rate of innovation of home economies. This paper suggests that offshoring practices have adverse effects on innovation at the national home base. The analysis uses patents in the rare‐earth element industry, a high‐tech area which is among those that have evolved the furthest towards outsourcing and relocation away from the US and to developing countries. Looking at the rare‐earth industry can provide insights in identifying potential long term impacts of offshoring on innovation because many other US industries are likely to adopt similar offshoring strategies.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":757},"Offshoring technology innovation: A case study of rare‐earth technology",{"VOID":759},"[\"12212993558964657554\"]",{"VOID":761},"10.1016\u002Fj.jom.2007.02.013","2024-04-30T16:20:46.489+00:00","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002FS0272696307000538",[765,780,803],{"id":766,"sortIndex":121,"researcher":24,"roles":767,"affiliations":768,"properties":777,"displayName":779,"givenName":24,"familyName":24},"cb4be91e-b634-4732-b8a3-b7230524c189",[229],[769],{"id":770,"sortIndex":121,"affiliation":771,"properties":24},"87ef03ff-5853-434b-9a0d-bd8b0392d5f2",{"id":770,"createTime":24,"updateTime":24,"relativeEntities":772,"slug":24,"properties":773,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":776,"statistic":24},[],{"title":774},{"VI":775},"Carnegie Mellon University, Engineering and Public Policy, 129 Baker Hall, 5000 Forbes Avenue, Pittsburgh, PA 15213, United States",[],{"title":778},{"VI":779},"Brian J. 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The Economic Report of the President. Washington DC Council of Economic Advisors February 17 2004.",{},{"id":24,"text":1089,"url":24,"identifiers":1090},"Mann C., 2003, Globalization of IT Services and White Collar Jobs: The Next Wave of Productivity Growth",{},{"id":24,"text":1092,"url":24,"identifiers":1093},"10.2307\u002F1122920",{"doi":1092},{"id":1095,"text":1096,"url":1097,"identifiers":1098},"3c60b770-eee7-41ac-bece-ad2ea5b3baa4","10.1108\u002F01443570410558058","https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F01443570410558058\u002Ffull\u002Fhtml",{"doi":1096},{"id":24,"text":1100,"url":24,"identifiers":1101},"10.1002\u002Fsmj.4250171108",{"doi":1100},{"id":24,"text":1103,"url":24,"identifiers":1104},"Nelson R., 1988, Technical Change and Economic Theory, 312",{},{"id":24,"text":1106,"url":24,"identifiers":1107},"Nelson R., 1993, National Innovation Systems: A Comparative Analysis",{},{"id":24,"text":1109,"url":24,"identifiers":1110},"Patel P., 1995, Handbook of the Economics of Innovation and Technological Changes, 14",{},{"id":1112,"text":1113,"url":1114,"identifiers":1115},"0af68b00-17d6-4372-a851-4081a1d11ac8","10.1007\u002FBF02020142","http:\u002F\u002Flink.springer.com\u002F10.1007\u002FBF02020142",{"doi":1113},{"id":24,"text":1117,"url":24,"identifiers":1118},"Pritchard D., 2004, Outsourcing US Commercial Aircraft Technology and Innovation: Implications for the Industry's Long‐term Design and Build Capability",{},{"id":24,"text":1120,"url":24,"identifiers":1121},"10.1002\u002Fcir.3880010112",{"doi":1120},{"id":24,"text":1123,"url":24,"identifiers":1124},"Porter M., 1998, On Competition, 197",{},{"id":24,"text":1126,"url":24,"identifiers":1127},"10.1016\u002FS0263-2373(03)00113-0",{"doi":1126},{"id":24,"text":1129,"url":24,"identifiers":1130},"Quinn J., 1999, Strategic outsourcing: leveraging knowledge capabilities, Sloan Management Review, 40, 9",{},{"id":24,"text":1132,"url":24,"identifiers":1133},"Quinn J., 2000, Outsourcing innovation: the new engine of growth, Sloan Management Review, 41, 13",{},{"id":1135,"text":1136,"url":1137,"identifiers":1138},"0d9a7676-b4ff-4ad7-b954-1c0e9dfd6648","Rare Earth Information Center 2005. 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United States Geological Survey http:\u002F\u002Fminerals.usgs.gov\u002Fminerals\u002Fpubs\u002Fcommodity\u002Frare_earths\u002F.","http:\u002F\u002Fminerals.usgs.gov\u002Fminerals\u002Fpubs\u002Fcommodity\u002Frare_earths\u002F",{},{"id":906,"text":1171,"url":908,"identifiers":1172},"Venkatraman N., 2004, Offshoring without guilt, MIT Sloan Management Review, 45, 14",{"doi":910},{"id":24,"text":1174,"url":24,"identifiers":1175},"10.1016\u002Fj.jallcom.2004.03.034",{"doi":1174},{"id":24,"text":1177,"url":24,"identifiers":1178},"10.1093\u002Ficc\u002F11.2.327",{"doi":1177},{"id":1180,"createTime":1181,"updateTime":1182,"relativeEntities":1183,"slug":1184,"properties":1185,"entityType":218,"verifyStatus":219,"verifyTime":1196,"verifyNote":221,"languages":24,"translateLanguages":24,"viewCount":121,"primaryUrl":1197,"fullTextUrl":24,"authors":1198,"publicationType":242,"publisherRelationship":1229,"citationCount":24,"citationInfo":24,"publishDate":1297,"publishYear":1298,"citationAnalyzeStatus":1299,"lastCitationAnalyze":1300,"indexDatabases":1301,"openAccess":24,"references":24,"isForceReanalyzing":314},"40cb6c24-1d89-4810-80db-6eb6e89f2f02","2024-01-01T17:41:30.853+00:00","2026-03-10T06:39:43.995+00:00",[],"Developing-country-sub-supplier-responses-to-social-sustainability-requirements-of-intermediaries-Exploring-the-influence-of-framing-on-fairness-perceptions-and-reciprocity",{"abstract":1186,"title":1188,"gsPaper":1190,"references":1192,"doi":1194},{"EN":1187},"\u003Cjats:title>Abstract\u003C\u002Fjats:title>\u003Cjats:sec>\u003Cjats:label \u002F>\u003Cjats:p>Research on social sustainability in multi‐tier supply chains is limited. Specifically, we know very little about a) the micro‐processes involved in the way in which sub‐suppliers (i.e., first‐tier suppliers or sourcing agents) respond to the sustainability requirements imposed by their intermediaries; and b) the micro‐level antecedents that condition their responses. To address these gaps, we used a longitudinal multiple case study method to explore multiple intermediary – sub‐supplier dyads in South India's knitwear garment industry and drew upon constructs of behavioural economics. We found that the way in which intermediaries frame social sustainability requirements and their associated procedures influence both the way in which sub‐suppliers perceive the procedural fairness of those requirements and the way in which they thus reciprocate. When intermediaries frame social sustainability requirements as ‘opportunity’ and engage in various procedures perceived to be procedurally fair by sub‐suppliers, the latter reciprocate positively. Contrastingly, when intermediaries frame social sustainability requirements as ‘insulation’ and engage in various procedures perceived to be procedurally unfair by sub‐suppliers, the latter reciprocate negatively. Under the production‐dominant framing, sub‐suppliers exhibit positive reciprocity only related to processing production orders. Our analysis inductively generated propositions that emphasize the important role played by framing in shaping the perceptions of fairness held by sub‐suppliers towards social sustainability requirements and the reciprocity of the latter's responses to them.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":1189},"Developing country sub‐supplier responses to social sustainability requirements of intermediaries: Exploring the influence of framing on fairness perceptions and reciprocity",{"VOID":1191},"[]",{"VOID":1193},"AlJazeera.Bangladesh factory Engulfed by Fire 24 Dead.2016 Available at:http:\u002F\u002Fwww.aljazeera.com\u002Fnews\u002F2016\u002F09\u002Fbangladesh‐clothing‐factory‐hit‐deadly‐fire‐10‐dead‐160910040830242.html(Accessed 11 January 2017)\n10.1108\u002F01443571011094253\n10.1207\u002Fs15327957pspr0303_3\n10.1016\u002Fj.jom.2010.06.002\n10.2202\u002F1565-3404.1278\n10.1111\u002Fj.1745-493X.2009.03166.x\n10.5465\u002Famr.2013.0420\n10.1002\u002Fsmj.743\n10.3197\u002F096327103129341289\n10.1162\u002F003355300555006\n10.1191\u002F1478088706qp063oa\n10.1016\u002Fj.jesp.2007.03.002\nBundy J., 2017, Crises and crisis management: integration, interpretation, and research development, J. Manag., 43, 1661\nChopra S., 2004, Managing risk to avoid supply‐chain breakdown, MIT Sloan Manag. Rev., 46, 53\n10.1287\u002Forsc.1080.0389\n10.1057\u002Fpalgrave.crr.1550049\n10.1016\u002Fj.jom.2012.12.001\n10.1017\u002FS0026749X0700282X\n10.2307\u002F258557\nEllram L.M., 1996, The use of the case study method in logistics research, J. Bus. Logist., 17, 93\n10.1016\u002FS0048-7333(02)00072-0\n10.1016\u002FS0014-2921(97)00131-1\n10.1257\u002Fjep.14.3.159\nE.Fehr U.Fischbacher E.Tougareva.Do high stakes and competition undermine fairness? Evidence from Russia Available at SSRN:2002 orhttps:\u002F\u002Fssrn.com\u002Fabstract=320384https:\u002F\u002Fdoi.org\u002F10.2139\u002Fssrn.320384\n10.2307\u002F256422\n10.2307\u002F256535\n10.1086\u002F228311\n10.1016\u002Fj.jom.2005.03.003\n10.1016\u002Fj.ijpe.2013.12.011\n10.1016\u002Fj.jclepro.2014.11.036\n10.1016\u002FS1057-7408(07)70023-2\n10.2307\u002F1252040\n10.1016\u002Fj.jom.2016.07.005\nIndian Committee of the Netherlands.Fabric of Slavery.2017 Available at:http:\u002F\u002Fwww.indianet.nl\u002Fpdf\u002FFabricOfSlavery.pdf(Accessed 8 January 2017)\n10.1016\u002Fj.jom.2008.09.005\n10.1080\u002F1062726X.2012.676747\n10.1016\u002Fj.jom.2003.12.001\n10.1108\u002F13598541111139062\n10.5465\u002Famr.2011.0363\n10.2307\u002F1914185\n10.1016\u002Fj.jom.2014.03.004\n10.1108\u002FSCM-06-2015-0214\n10.1177\u002F0093650210385813\n10.1177\u002F1094670503257038\n10.2307\u002F1556395\n10.1163\u002F156916283X00090\n10.2307\u002F259349\nLee R.M., 1993, Doing Research on Sensitive Topics\n10.1006\u002Fobhd.1998.2804\nLi A., 2009, Fairness at the group level: justice climate and intraunit justice climate, J. Manag., 35, 564\n10.1177\u002F0032329209338922\n10.1007\u002Fs10551-013-1796-x\n10.1007\u002Fs10551-010-0561-7\n10.1016\u002Fj.jbusvent.2008.04.006\n10.1111\u002Fjscm.12003\nMiles M.B., 1994, Qualitative Data Analysis: an Expanded Sourcebook\n10.1016\u002FS0749-2081(00)80008-X\n10.1068\u002Fa3812ed\n10.1177\u002F0894439307307366\nScheufele D.A., 2006, Framing, agenda setting, and priming: the evolution of three media effects models, J. Commun., 57, 9, 10.1111\u002Fj.0021-9916.2007.00326.x\n10.1016\u002Fj.jclepro.2008.02.002\n10.1177\u002F0018726716684200\n10.1007\u002Fs10551-014-2418-y\nSoundararajan V., 2016, Small business and social irresponsibility in developing countries: working conditions and “evasion” institutional work, Bus. Soc.\nStaw B.M., 2000, Research in Organizational Behavior\nStrauss A.L., 1990, Basics of Qualitative Research: Grounded Theory Procedures and Techniques\n10.2307\u002F259160\n10.1287\u002Fmksc.4.3.199\nThe Wall Street Journal.Deaths of Foxconn Employees Highlight Pressures Faced by China's Factory Workers.2016 Available at:https:\u002F\u002Fwww.wsj.com\u002Farticles\u002Fdeaths‐of‐foxconn‐employees‐highlight‐pressures‐faced‐by‐chinas‐factory‐workers‐1471796417(Accessed 10 October 2017)\n10.2307\u002F351453\nTversky A., 1990, The Causes of Preference Reversal, 204\n10.1177\u002F0893318901144003\n10.1002\u002Fjob.4030020104\n10.1016\u002Fj.jom.2014.07.001\n10.1016\u002Fj.ijpe.2012.06.024\n10.1016\u002Fj.jbusvent.2004.01.001\n10.1016\u002Fj.jom.2015.11.001\n10.1086\u002F466942\nYin R.K., 2009, Case Study Research: Design and Methods",{"VOID":1195},"10.1016\u002Fj.jom.2018.04.001","2024-05-13T13:07:06.890+00:00","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002FS0272696318300184",[1199,1214],{"id":1200,"sortIndex":121,"researcher":24,"roles":1201,"affiliations":1202,"properties":1211,"displayName":1213,"givenName":24,"familyName":24},"90c0a465-4a97-4c0e-a64b-1eb5b2b80407",[229],[1203],{"id":1204,"sortIndex":121,"affiliation":1205,"properties":24},"2e214e64-9991-4419-8949-98a7c6c956b5",{"id":1204,"createTime":24,"updateTime":24,"relativeEntities":1206,"slug":24,"properties":1207,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1210,"statistic":24},[],{"title":1208},{"VI":1209},"Birmingham Business School, University of Birmingham, Birmingham, West Midlands, United Kingdom",[],{"title":1212},{"VI":1213},"Vivek 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\u003C\u002Fjats:title>\u003Cjats:sec>\u003Cjats:label \u002F>\u003Cjats:p>While our field has done commendable work putting forward new ideas in operations strategy, we have historically done a less effective job validating concepts after their introduction. Given this issue, we attempted to test and extend one of the most influential OM configurations — Miller and Roth’s [Management Science 40 (1994) 285] taxonomy of manufacturing strategies. Their taxonomy was longitudinally replicated with a newer set of North America Manufacturing Futures data as well as an entirely different global sample. Our replications partially supported Miller and Roth’s taxonomy of three strategy‐types (\u003Cjats:italic>Caretakers\u003C\u002Fjats:italic>, \u003Cjats:italic>Marketeers\u003C\u002Fjats:italic>, and \u003Cjats:italic>Innovators\u003C\u002Fjats:italic>), but found no evidence of the two underlying dimensions of manufacturing strategy that they called market scope and differentiation. Interestingly, the Marketeers were replaced in the 1990s by a new strategy called \u003Cjats:italic>Designers\u003C\u002Fjats:italic>, and three other unique manufacturing strategies were identified in the global data.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":1312},"A taxonomy of manufacturing strategies 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Blashfield R.K. 1984. Cluster Analysis. Sage London.",{},{"id":24,"text":1431,"url":24,"identifiers":1432},"10.1016\u002FS0272-6963(98)00018-7",{"doi":1431},{"id":24,"text":1434,"url":24,"identifiers":1435},"Arabie P. Huber L. 1994. Cluster analysis in marketing research. In: Bagozzi R.P. (Ed.) Advanced Methods in Marketing Research. Blackwell Oxford pp. 160–189.",{},{"id":24,"text":1437,"url":24,"identifiers":1438},"10.2307\u002F258555",{"doi":1437},{"id":1440,"text":1441,"url":1442,"identifiers":1443},"a908a39d-4930-4ba0-aedc-42fd147c799e","Blaug M. 1992. The Methodology of Economics: Or How Economists Explain. Cambridge University Press New York.","https:\u002F\u002Fwww.goodreads.com\u002Fbook\u002Fshow\u002F1329867.The_Methodology_Of_Economics_Or_How_Economists_Explain",{"isbn":1444,"isbn13":1445},"0521436788","9780521436786",{"id":24,"text":1447,"url":24,"identifiers":1448},"10.1016\u002FS0272-6963(98)00022-9",{"doi":1447},{"id":906,"text":1450,"url":908,"identifiers":1451},"Clark K.B. Fujimoto T. 1991. Product Development Performance: Strategy Organization and Management in the World Auto Industry. Harvard Business School Press Boston.",{"doi":910},{"id":24,"text":1453,"url":24,"identifiers":1454},"10.1177\u002F014920639301900403",{"doi":1453},{"id":906,"text":1456,"url":908,"identifiers":1457},"Dewald W.G, 1986, Replication in empirical economics: the journal of money, credit, and banking project, American Economic Review, 76, 587",{"doi":910},{"id":24,"text":1459,"url":24,"identifiers":1460},"10.2307\u002F2393701",{"doi":1459},{"id":906,"text":1462,"url":908,"identifiers":1463},"Fine C.H. 1998. Clock Speed: Wining Industry Control in the Age of Temporary Advantage. Perseus Books Reading.",{"doi":910},{"id":24,"text":1465,"url":24,"identifiers":1466},"10.1016\u002F0272-6963(90)90098-X",{"doi":1465},{"id":24,"text":1468,"url":24,"identifiers":1469},"10.1016\u002FS0272-6963(98)00050-3",{"doi":1468},{"id":24,"text":1471,"url":24,"identifiers":1472},"10.1016\u002FS0272-6963(00)00055-3",{"doi":1471},{"id":24,"text":1474,"url":24,"identifiers":1475},"10.1002\u002Fsmj.4250040206",{"doi":1474},{"id":906,"text":1477,"url":908,"identifiers":1478},"Gilmore J.H, 1997, The four faces of mass customization, Harvard Business Review, 75, 91",{"doi":910},{"id":24,"text":1480,"url":24,"identifiers":1481},"10.1016\u002FS0272-6963(96)00102-7",{"doi":1480},{"id":906,"text":1483,"url":908,"identifiers":1484},"Gronroos C. 1983 Strategic Management and Marketing in the Service Sector. Marketing Science Institute Cambridge.",{"doi":910},{"id":906,"text":1486,"url":908,"identifiers":1487},"Gummesson E. 1991. Service quality: a holistic view. In Brown S.W. et al. (Eds.) Service Quality: Multidisciplinary and Multinational Perspectives. Lexington Books Lexington.",{"doi":910},{"id":906,"text":1489,"url":908,"identifiers":1490},"Hayes R.H. Wheelwright S.C. 1984. Restoring our Competitive Edge: Competing Through Manufacturing. Wiley New York.",{"doi":910},{"id":1492,"text":1493,"url":1494,"identifiers":1495},"5208d90e-0022-42ff-b7a3-ee3621f868cd","Hempel G.C. 1966. Philosophy of Natural Science. Prentice‐Hall Englewood Cliffs NJ.","https:\u002F\u002Fwww.goodreads.com\u002Fbook\u002Fshow\u002F167622.Philosophy_of_Natural_Science",{"isbn":1496,"isbn13":1497},"0136638236","9780136638230",{"id":906,"text":1499,"url":908,"identifiers":1500},"Hill T. 1995. Manufacturing Strategy: Text and Cases. Macmillan Houndmills.",{"doi":910},{"id":1502,"text":1503,"url":1504,"identifiers":1505},"5a695a47-fc08-4f50-9fc6-c876fbf0dcfe","10.1016\u002F0167-8116(94)90003-5","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002F0167811694900035",{"doi":1503},{"id":1507,"text":1508,"url":1509,"identifiers":1510},"bdc62e87-a22c-458f-b84c-f60235c79ace","10.1016\u002F0148-2963(95)00084-4","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002F0148296395000844",{"doi":1508},{"id":24,"text":1512,"url":24,"identifiers":1513},"10.1002\u002F(SICI)1097-0266(199803)19:3\u003C243::AID-SMJ951>3.0.CO;2-0",{"doi":1514},"10.1002\u002F(SICI)1097-0266(199803)19:3\u003C243",{"id":24,"text":1516,"url":24,"identifiers":1517},"Judd C.M. Smith E.R. Kidder L.H. 1991. Research Methods in Social Relations Sixth Edition. Holt Rinehart & Wilson Fort Worth New York pp. 27.",{},{"id":24,"text":1519,"url":24,"identifiers":1520},"Kane E.J, 1984, Why journal editors should encourage the replication of applied economic research?, Quarterly Journal of Business and Economics, 23, 3",{},{"id":24,"text":1522,"url":24,"identifiers":1523},"10.5465\u002Famr.1996.9704071866",{"doi":1522},{"id":24,"text":1525,"url":24,"identifiers":1526},"10.2307\u002F256812",{"doi":1525},{"id":24,"text":1528,"url":24,"identifiers":1529},"10.1002\u002F(SICI)1097-0266(199606)17:6\u003C441::AID-SMJ819>3.0.CO;2-G",{"doi":1528},{"id":24,"text":1531,"url":24,"identifiers":1532},"Kuhn T. 1962. The Structure of Scientific Revolutions. University of Chicago Press Chicago.",{},{"id":24,"text":1534,"url":24,"identifiers":1535},"10.1111\u002Fj.1911-3846.1994.tb00435.x",{"doi":1534},{"id":24,"text":1537,"url":24,"identifiers":1538},"10.2307\u002F2684982",{"doi":1537},{"id":24,"text":1540,"url":24,"identifiers":1541},"10.1080\u002F00913367.1995.10673490",{"doi":1540},{"id":24,"text":1543,"url":24,"identifiers":1544},"10.2307\u002F256809",{"doi":1543},{"id":24,"text":1546,"url":24,"identifiers":1547},"10.1287\u002Fmnsc.40.3.285",{"doi":1546},{"id":24,"text":1549,"url":24,"identifiers":1550},"10.1108\u002Feb054420",{"doi":1549},{"id":24,"text":1552,"url":24,"identifiers":1553},"Popper K. 1978. Conjectures and Refutations (first published in a slightly different form in 1962). Routledge & Kegan Paul London pp. 33–39.",{},{"id":1555,"text":1556,"url":1557,"identifiers":1558},"cc3f3624-c00a-4115-8989-0516176583f0","Porter M.E. 1985. Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press New York.","https:\u002F\u002Fwww.goodreads.com\u002Fbook\u002Fshow\u002F1826181.Competitive_Advantage",{"isbn":1559,"isbn13":1560},"0029250900","9780029250907",{"id":906,"text":1562,"url":908,"identifiers":1563},"Rosenthal S. 1992. Effective Product Design and Development: How to Cut Lead Time and Increase Customer Satisfaction. Business One Irwin Homewood.",{"doi":910},{"id":24,"text":1565,"url":24,"identifiers":1566},"Rosenthal R. Rosnow R.L. 1984. Essentials of Behavioral Research: Methods and Data Analysis. McGraw‐Hill New York.",{},{"id":906,"text":1568,"url":908,"identifiers":1569},"Schilling M.A, 1998, Managing the new product development process: strategic imperatives, The Academy of Management Executives, 12, 67",{"doi":910},{"id":24,"text":1571,"url":24,"identifiers":1572},"Selltiz C. Wrightsman L.S. Cook S.W. 1976. Research Methods in Social Relations Third Edition. Holt Rinehart & Winston New York p. 46.",{},{"id":24,"text":1574,"url":24,"identifiers":1575},"10.1016\u002FS0272-6963(97)00034-X",{"doi":1574},{"id":1577,"createTime":1578,"updateTime":1579,"relativeEntities":1580,"slug":1581,"properties":1582,"entityType":218,"verifyStatus":219,"verifyTime":1593,"verifyNote":221,"languages":24,"translateLanguages":24,"viewCount":121,"primaryUrl":1594,"fullTextUrl":24,"authors":1595,"publicationType":242,"publisherRelationship":1630,"citationCount":24,"citationInfo":24,"publishDate":745,"publishYear":312,"citationAnalyzeStatus":23,"lastCitationAnalyze":1697,"indexDatabases":1698,"openAccess":24,"references":24,"isForceReanalyzing":314},"8e66442f-b913-4538-80be-16bd50d05e49","2024-01-26T03:59:11.435+00:00","2026-02-02T12:22:26.951+00:00",[],"Coordinating-product-design-process-design-and-supply-chain-design-decisions",{"abstract":1583,"title":1585,"gsPaper":1587,"references":1589,"doi":1591},{"EN":1584},"\u003Cjats:title>Abstract\u003C\u002Fjats:title>\u003Cjats:sec>\u003Cjats:label \u002F>\u003Cjats:p>Despite the undeniable appeal and importance of coordinating decisions across products design, manufacturing process design, and supply chain design to both science and practice, we know very little about how to do so to maximize operational, supply chain, and firm performance. This special issue on \u003Cjats:italic>Coordinating Product Design, Process Design, and Supply Chain Design Decisions\u003C\u002Fjats:italic> was conceived early 2003 to bring awareness to and to spur scholarly research into this topic. In doing so, we cast a wide net from both content and methodological perspectives, encouraging interdisciplinary papers that were theory‐building and\u002For theory‐testing in purpose using either empirical‐based (e.g., case research, survey research, historical research, etc.) and\u002For modeling (i.e., optimization or simulation) methodologies.\u003C\u002Fjats:p>\u003Cjats:p>The resulting seven papers represent the fruits of this harvest and are being presented in two consecutive parts. Whereas Part A introduces the three papers that speak to the performance implications of coordinating product design, manufacturing process design, and supply chain design decisions, Part B introduces the remaining four papers that address how and why these three decision areas can be coordinated. Included in Part A of this special issue, we also make the review process transparent for third‐party evaluation and, more importantly, formally recognize and thank the numerous colleagues from across multiple disciplines and academic institutions around the world for their efforts in helping us produce this two‐part special issue.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":1586},"Coordinating product design, process design, and supply chain design decisions",{"VOID":1588},"[\"493260011080771504\"]",{"VOID":1590},"10.2307\u002F41165199\nBooz Allen, 1982, New Products Management for the 1980s\nBrookes N.J., 1998, Understanding concurrent engineering implementation: a case‐study approach, International Journal of Production Research, 36, 2054, 10.1080\u002F002075498192274\n10.5465\u002Famr.1995.9507312922\n10.1111\u002F1540-5885.1230214\n10.1504\u002FIJTM.2002.003002\n10.1086\u002F296552\nCooper R.G., 1993, Winning at New Products\nFine C.H., 1998, Clockspeed: Winning Industry Control in the Age of Temporary Advantage\n10.1016\u002FS0166-3615(02)00057-X\n10.1109\u002F17.509978\nHauser J.R., 1988, The house of quality, Harvard Business Review, 63\nHayes R.H., 1979, Link manufacturing process and product life cycles, Harvard Business Review, 2\nHayes R.H., 1979, The dynamics of process–product life cycles, Harvard Business Review, 127\nHo H.H., 1991, Concurrent engineering: the manufacturing philosophy for the 90's, Computers & Industrial Engineering, 21, 35\nHoekstra S.J., 1992, Integral Logistic Structures: Developing Customer‐Oriented Goods Flow\n10.1007\u002F978-94-011-3985-4\nHult G.T.M., 2003, A research agenda for the nexus of product development and supply chain management processes, Journal of Product Innovation Management, 20, 427, 10.1111\u002F1540-5885.00039\n10.1111\u002F1540-5885.00035\n10.1109\u002F33.148491\nKeough M., 1993, Buying your way to the top, The McKinsey Quarterly, 3, 41\n10.1016\u002FS0272-6963(00)00048-6\nKraljic P., 1983, Purchasing must become supply management, Harvard Business Review, 61, 109\nLepitt N., 1993, Concurrent engineering: a key in business transformation, Engineering Management Journal, 3, 71\n10.1080\u002F09537289508930279\n10.1016\u002FS0925-5273(03)00183-X\nMcCutcheon D.M., 1994, The customization‐responsiveness squeeze, Sloan Management Review, 35, 89\n10.1016\u002Fj.omega.2003.09.005\nPine B.J., 1992, Mass Customization: The New Frontier in Business Competition\nPrasad B., 1996, Concurrent Engineering Fundamentals\n10.1109\u002F17.740038\n10.1109\u002F54.75658\n10.1007\u002F978-94-011-1298-7\n10.1287\u002Forsc.13.4.402.2948\n10.1109\u002F17.797966\nWinner R.I., 1998, The Role of Concurrent Engineering in Weapon System Acquisition. IDA Report R‐338\n10.1108\u002F01443579410072337\nZangwill R., 1992, Concurrent engineering: concepts and implementation, IEEE Engineering Management Review, 20, 40",{"VOID":1592},"10.1016\u002Fj.jom.2004.10.013","2024-05-13T03:42:39.705+00:00","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002FS027269630400138X",[1596,1613],{"id":1597,"sortIndex":121,"researcher":24,"roles":1598,"affiliations":1599,"properties":1608,"displayName":1610,"givenName":24,"familyName":24},"4d1ee5de-50c4-4105-ba98-359a0a641b68",[229],[1600],{"id":1601,"sortIndex":121,"affiliation":1602,"properties":24},"7cd0429d-41c0-41b2-a294-0758c980c636",{"id":1601,"createTime":24,"updateTime":24,"relativeEntities":1603,"slug":24,"properties":1604,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1607,"statistic":24},[],{"title":1605},{"VI":1606},"Department of Supply Chain Management, W.P. Carey School of Business, Arizona State University, P.O. Box 874906, Tempe, AZ 85287, USA",[],{"title":1609,"gsAuthor":1611},{"VI":1610},"M. Rungtusanatham",{"VOID":1612},"[\"y9PcUfkAAAAJ\"]",{"id":1614,"sortIndex":157,"researcher":24,"roles":1615,"affiliations":1616,"properties":1625,"displayName":1627,"givenName":24,"familyName":24},"7f2b0a25-3373-4d34-92e8-236e2848bdbb",[229],[1617],{"id":1618,"sortIndex":121,"affiliation":1619,"properties":24},"9f47daaf-277c-4ae1-9bac-459220e6a7cf",{"id":1618,"createTime":24,"updateTime":24,"relativeEntities":1620,"slug":24,"properties":1621,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1624,"statistic":24},[],{"title":1622},{"VI":1623},"Università di Modena e Reggio Emilia, Dipartimento di Ingegneria Meccanica e Civile, Via Vignolese 905, 41100 Modena, Italy",[],{"title":1626,"gsAuthor":1628},{"VI":1627},"C. Forza",{"VOID":1629},"[\"CK83unkAAAAJ\"]",{"url":1594,"publisher":1631,"properties":1693},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":1632,"slug":10,"properties":1633,"entityType":22,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":25,"subjectFields":1638,"manageAffiliations":1655,"indexDatabases":1666,"url":119,"thumbnailPath":24,"statistic":1688,"gsStatistic":24,"type":24,"analyzePriority":24},[],{"country":1634,"eissn":1635,"issn":1636,"title":1637},{"VOID":13},{"VOID":15},{"VOID":17},{"EN":19},[1639,1643,1647,1651],{"id":28,"createTime":24,"updateTime":24,"relativeEntities":1640,"label":1641,"description":1642,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":31},{},{"id":40,"createTime":24,"updateTime":24,"relativeEntities":1644,"label":1645,"description":1646,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":43},{},{"id":34,"createTime":24,"updateTime":24,"relativeEntities":1648,"label":1649,"description":1650,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":37},{},{"id":46,"createTime":24,"updateTime":24,"relativeEntities":1652,"label":1653,"description":1654,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":49},{},[1656,1661],{"id":53,"createTime":24,"updateTime":24,"relativeEntities":1657,"slug":24,"properties":1658,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1660,"statistic":24},[],{"title":1659},{"EN":57},[],{"id":60,"createTime":24,"updateTime":24,"relativeEntities":1662,"slug":24,"properties":1663,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1665,"statistic":24},[],{"title":1664},{"EN":64},[],[1667,1674,1681],{"id":68,"indexDatabase":1668,"url":79,"indexYears":80,"academicFieldIds":1673,"indexDatabaseRanking":86},{"id":70,"createTime":24,"updateTime":24,"relativeEntities":1669,"label":1670,"description":1671,"key":76,"publicationTags":1672,"standard":24},[],{"EN":73,"VI":73},{"EN":73,"VI":75},[78],[82,83,84,85],{"id":88,"indexDatabase":1675,"url":101,"indexYears":24,"academicFieldIds":1680,"indexDatabaseRanking":24},{"id":90,"createTime":24,"updateTime":24,"relativeEntities":1676,"label":1677,"description":1678,"key":97,"publicationTags":1679,"standard":24},[],{"EN":93,"VI":93},{"EN":95,"VI":96},[99,100],[103],{"id":105,"indexDatabase":1682,"url":101,"indexYears":24,"academicFieldIds":1687,"indexDatabaseRanking":24},{"id":107,"createTime":24,"updateTime":24,"relativeEntities":1683,"label":1684,"description":1685,"key":114,"publicationTags":1686,"standard":24},[],{"EN":110,"VI":110},{"EN":112,"VI":113},[116,100],[118],{"impactFactor":121,"impactFactorByYear":1689,"i10Index":135,"i10IndexLast5Year":25,"totalPublication":136,"totalPublicationByYear":1690,"totalCitation":158,"totalCitationByYear":1691,"totalCitationPerPublication":178,"totalCitationPerPublicationByYear":1692,"hindexLast5Year":147,"hindex":147},{"2012":123,"2013":124,"2014":125,"2015":126,"2016":127,"2017":128,"2018":129,"2019":130,"2020":131,"2021":132,"2022":133,"2023":134},{"1980":25,"1981":138,"1982":139,"1983":139,"1984":138,"1985":140,"1986":141,"1987":138,"1988":142,"1989":138,"1990":143,"1991":132,"1993":144,"1994":142,"1995":135,"1996":145,"1997":143,"1998":146,"1999":147,"2000":148,"2001":149,"2002":140,"2003":141,"2004":150,"2005":147,"2006":149,"2007":151,"2008":152,"2009":146,"2010":134,"2011":153,"2012":134,"2013":154,"2014":150,"2015":155,"2016":155,"2017":144,"2018":134,"2019":156,"2020":156,"2022":157},{"1990":160,"1995":161,"1996":162,"1998":163,"1999":164,"2000":165,"2004":166,"2005":151,"2008":167,"2009":168,"2010":169,"2012":170,"2014":171,"2015":172,"2016":173,"2017":174,"2019":175,"2020":176,"2022":177},{"1990":180,"1995":181,"1996":182,"1998":183,"1999":184,"2000":185,"2004":186,"2005":187,"2008":188,"2009":189,"2010":190,"2012":191,"2014":192,"2015":193,"2016":194,"2017":195,"2019":196,"2020":197,"2022":177},{"pages":1694,"volume":1696},{"VOID":1695},"257-265",{"VOID":742},"2026-02-02T12:22:26.950+00:00",[99,116,86],{"id":1700,"createTime":1701,"updateTime":1702,"relativeEntities":1703,"slug":1704,"properties":1705,"entityType":218,"verifyStatus":219,"verifyTime":1715,"verifyNote":221,"languages":24,"translateLanguages":24,"viewCount":121,"primaryUrl":1716,"fullTextUrl":24,"authors":1717,"publicationType":242,"publisherRelationship":1748,"citationCount":24,"citationInfo":24,"publishDate":1816,"publishYear":1817,"citationAnalyzeStatus":1299,"lastCitationAnalyze":1818,"indexDatabases":1819,"openAccess":24,"references":24,"isForceReanalyzing":314},"db9e27dc-5922-4cef-80aa-bc3aed8968a4","2024-01-20T02:14:36.599+00:00","2026-01-14T21:12:10.643+00:00",[],"The-effects-of-lot-sizing-and-dispatching-on-customer-service-in-an-MRP-environment",{"abstract":1706,"title":1708,"gsPaper":1710,"references":1711,"doi":1713},{"EN":1707},"\u003Cjats:title>Abstract\u003C\u002Fjats:title>\u003Cjats:p>Results are presented of a simulation analysis of a hypothetical fabrication and assembly shop controlled by material requirements planning. The purpose of the study is to investigate the impact of lot sizing on the customer service performance of dispatching techniques in an MRP‐controlled assembly job shop operating near capacity. Six dispatching techniques are compared based on the tardiness of customer orders under four lot‐sizing techniques, two levels of demand, and two levels of nervousness. The study is conducted with a stable product mix, limited production capacity, and fixed routings. Random shifts in short‐term product mix cause short‐term bottlenecks, but one of the 15 work stations has less than 10% idle time and is the most commonly encountered bottleneck.\u003C\u002Fjats:p>\u003Cjats:p>The interaction of lot‐sizing and dispatching techniques was found to be a function of capacity utilization, a factor influenced by demand and nervousness level. Under low demand, earliest job due date yielded the best performance with regard to the percentage of tardy orders, average order tardiness, and maximum order tardiness. Under high demand, earliest job due date performed best with respect to average order tardiness and maximum order tardiness, but the best dispatching technique with respect to percentage of tardy orders depended on the lot‐sizing technique and the nervous‐ness level. Under high demand and high nervousness, effective capacity decreased and queues increased with economic order quantity, period order quantity, or least total cost. Economic order quantity generated the smallest batches. Period order quantity and least total cost generated extra set‐ups under high nervousness. Use of either of the three lot‐sizing techniques at high demand and high nervousness forced a choice between a dispatching technique that yields a low percentage of orders tardy (earliest modified operation due date) and one that generates low maximum order tardiness (earliest job due date). The Silver‐Meal heuristic consumed less effective capacity than the other lot‐sizing techniques. Using Silver‐Meal at high demand and nervousness, earliest job due date performed best with respect to each tardiness measure.\u003C\u002Fjats:p>\u003Cjats:p>The bottleneck causes the plant to behave like a single machine shop. Since large queues are maintained at the bottleneck, that is where the choice of dispatching technique is critical. Earliest due date minimizes the percentage of tardy orders. Earliest modified operation due date, operating like the shortest processing time rule, minimizes the percentage of tardy orders, but maximum tardiness is high. These results may stimulate new interest in single‐machine scheduling.\u003C\u002Fjats:p>\u003Cjats:p>The combination of least total cost and earliest job due produced the best overall performance at low demand. At high demand, Silver‐Meal and earliest job due date achieved the best performance.\u003C\u002Fjats:p>",{"EN":1709},"The effects of lot sizing and dispatching on customer service in an MRP environment",{"VOID":1191},{"VOID":1712},"10.1111\u002Fj.1540-5915.1979.tb00010.x\n10.1080\u002F00207548508904706\nOrlicky J., 1975, Material Requirements Planning\nMather H.F., 1985, Dynamic lot‐sizing for MRP: Help or hindrance?, Production and Inventory Management, 26, 29\nSteele D.C., 1975, The nervous MRP system: How to do battle, Production and Inventory Management, 16, 83\n10.1287\u002Fmnsc.32.4.413\n10.1287\u002Fmnsc.25.8.754\nKropp D.H., 1979, Use of dynamic lot‐sizing to avoid nervousness in material requirements planning systems, Production and Inventory Management, 20, 49\n10.1111\u002Fj.1540-5915.1983.tb00177.x\n10.1287\u002Fmnsc.35.5.571\nGardiner S.C. and Blackstone J.H. “Setups and effective capacity: The impact of lot sizing in an MRP environment” Production Planning and\nHarris F.W., 1915, Operations and Cost\nGorham T., 1968, Dynamic order quantities, Production and Inventory Management, 9, 75\nSilver E.A., 1973, A heuristic for selecting lot size quantities for the case of a deterministic timevarying demand rate and discrete opportunities for replenishment, Production and Inventory Management, 14, 64\n10.1287\u002Fmnsc.33.3.409\n10.1287\u002Fmnsc.38.7.1018\nGoldratt E.M., 1990, The Haystack Syndrome\n10.1287\u002Fmnsc.33.3.419\nS.A.Melnyk C.J.Piper.Lead time estimates due‐date rules and the successful implementation of an MRP systemSummer Computer Simulation Conference Seattle WA.1980;653–656.\n10.1111\u002Fj.1540-5915.1985.tb01483.x\n10.1016\u002F0272-6963(83)90022-0\n10.1287\u002Fmnsc.28.11.1296\nConway R.W., 1967, Theory of Scheduling\nKriebel C.H., 1971, A production management operating system simulation: “Factory‐2”\n10.1080\u002F00207548208947745\nKanet J.J., 1981, Priority dispatching with operation due dates in a job shop, Journal of Operations Management, 2, 167\nBurt D.N., 1984, Proactive Procurement\n1985, The Users Manual for gems‐ii, : A Generalized Manufacturing Simulator (revision 3.0)\nWiner B.J., 1991, Statistical Principles in Experimental Design\nNeter J., 1990, Applied Linear Statistical Models\n10.1111\u002Fj.1540-5915.1988.tb00303.x\nGoldratt E.M., 1986, The Race",{"VOID":1714},"10.1016\u002F0272-6963(93)90020-p","2024-05-07T07:46:15.309+00:00","https:\u002F\u002Fwww.sciencedirect.com\u002Fscience\u002Farticle\u002Fpii\u002F027269639390020P",[1718,1733],{"id":1719,"sortIndex":121,"researcher":24,"roles":1720,"affiliations":1721,"properties":1730,"displayName":1732,"givenName":24,"familyName":24},"467c5b39-f50f-43b8-9254-3d1037a56d3d",[229],[1722],{"id":1723,"sortIndex":121,"affiliation":1724,"properties":24},"f7582cbe-4f59-49d9-870c-7570b634cc75",{"id":1723,"createTime":24,"updateTime":24,"relativeEntities":1725,"slug":24,"properties":1726,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1729,"statistic":24},[],{"title":1727},{"VI":1728},"Department of Management, Auburn University, Auburn, AL 36849, USA",[],{"title":1731},{"VI":1732},"Stanley C. 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\u002F>\u003Cjats:p>Design knowledge intensity and throughput variance are both aspects of knowledge, the former relating to organizational management knowledge and the latter characteristic of operational process knowledge. We model and test their relationships to each other and to financial performance. We also examine two context variables as antecedent to knowledge: they are demand unpredictability (a dimension of environmental uncertainty) and mass output orientation (a measure of production technology type). The results show that knowledge completely mediates the effects of context on financial performance; i.e. the context variables impact knowledge and knowledge impacts financial performance, but the context variables have no direct effect on financial performance. Thus, knowledge appears to shield the firm from demand unpredictability, while mass output orientation type affects financial performance only through its impact on knowledge.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":1830},"The mediating role of operations knowledge in the relationship of context with 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Irwin Blue Ridge IL.",{"doi":910},{"id":2025,"text":2026,"url":2027,"identifiers":2028},"7040a538-0992-40fe-97d4-42720d7fad46","10.2307\u002F2391622","https:\u002F\u002Fwww.jstor.org\u002Fstable\u002F2391622?origin=crossref",{"doi":2026},{"id":24,"text":2030,"url":24,"identifiers":2031},"Inman R, 1997, The causes of schedule instability in an automotive supply chain, Production and Inventory Management Journal, 38, 26",{},{"id":2033,"text":2034,"url":2035,"identifiers":2036},"98e9a62e-9f0c-493b-a541-c97f3a333ed4","10.1037\u002F0021-9010.78.2.306","https:\u002F\u002Fdoi.apa.org\u002Fdoi\u002F10.1037\u002F0021-9010.78.2.306",{"doi":2034},{"id":24,"text":2038,"url":24,"identifiers":2039},"Jöreskog K. Sörbom D. 1993. LISREL 8: User’s Reference Guide. Scientific Software International Chicago.",{},{"id":2041,"text":2042,"url":2043,"identifiers":2044},"35cb144d-8dd3-4c2e-aa5e-5b6671f695be","10.2307\u002F2391789","https:\u002F\u002Fwww.jstor.org\u002Fstable\u002F2391789?origin=crossref",{"doi":2042},{"id":24,"text":2046,"url":24,"identifiers":2047},"Lawrence P. Lorsch J. 1967. Organization and Environment. 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