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Article
Publication date: 16 January 2023

Ottó Csiki, Krisztina Demeter and Dávid Losonci

In the multilayered capability framework the authors integrate two layers, namely functional level production capabilities and shop floor-level production routines (PRs). The…

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Abstract

Purpose

In the multilayered capability framework the authors integrate two layers, namely functional level production capabilities and shop floor-level production routines (PRs). The authors examine how these two layers are interlinked, and additionally, they explore how these layers contribute to firm performance.

Design/methodology/approach

The authors tested the hypotheses using structural equation modeling (SEM) on a sample of manufacturing firms.

Findings

Regarding the capability layers, the authors found that at the functional level, production dynamic capabilities (PDCs) drive the renewal of production ordinary capabilities (POCs), and that at the shop floor level, deployment of Industry 4.0 (I4.0) is influenced by lean production. Regarding the direct links between capability layers, the authors showed that PDCs and POCs have different roles in shaping shop floor PRs: PDCs is linked to I4.0, and lean methods is impacted by POCs. Concerning performance implications, only PDC and POC have significant impact on firm performance (the latter is negative), while PRs do not.

Research limitations/implications

Although, contextual factors (e.g. technology intensity, size) do not influence our findings, the potential country-effect and the dominance of medium-sized firms offer future research directions.

Practical implications

If production managers want to contribute to business performance, they should be more susceptible to resource renewal (PDCs) than to their general (POCs) or specific (PRs) exploitation efforts. As they exploit current resource stocks, they face a trade-off: they must consider that beyond their positive impacts on operational performance, their implications on business performance will be controversial.

Originality/value

Scholars usually examine one layer of capabilities, either capabilities or routines, and associate that with one dimension of performance, either financial and market measures or operational indicators. The authors propose a multilayered capability framework with a complex view on performance implications.

Details

International Journal of Operations & Production Management, vol. 43 no. 13
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 29 June 2020

Krisztina Demeter, Dávid Losonci and Judit Nagy

The authors’ main objective is to examine the resource alteration underlying the digital manufacturing transformation. The authors rely on the adaptation aspect of dynamic…

1774

Abstract

Purpose

The authors’ main objective is to examine the resource alteration underlying the digital manufacturing transformation. The authors rely on the adaptation aspect of dynamic capabilities (DC) theory and their analysis shows how and why a factory adapts its resources and capabilities during digital transformation.

Design/methodology/approach

To grasp the change, the authors apply the longitudinal case study method within a revelatory case setting. The digital transformation is detailed from the perspective of a subsidiary that has played a key role in the division's digital transformation.

Findings

Analysing the revealed four stages of the transformation through the lenses of the DC components of adaptation (sensing capability, absorptive capacity, integrative capability, relational capability), this study suggests a sequence with unbalanced characteristics. Each stage starts with sensing capability, each component appears during each stage and each stage is dominated by a different component. Relying on the path dependency concept, the authors also present that the interplay between lean as an old resource stock and digital manufacturing as a new resource stock is rather a necessity, especially at the beginning of the transformation (at a corporation that pursues lean for years).

Practical implications

Digital strategy development is rather an intermediate element of the transformation, since committed personnel (or maybe their network) start bottom-up and coordinate initiatives as they sense the opportunities in the environment. Top managers should rely on their accumulated knowledge and involve them into the transfer coalition in the top-down phase of digitalization. The authors’ case also underlines that starting to experiment with novel technologies requires a solid (and usually expensive) technological and human basis. Finally, process improvement focussed developments at a high-performing factory might be just enough to deal with ever-demanding customer expectations.

Originality/value

This study is among the firsts in operations management that relies on the DC theory to follow up the digital transformation of a factory. A further valuable contribution is that the adaptation process is examined in a longitudinal case study.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 6 February 2017

Dàvid Losonci, Richárd Kása, Krisztina Demeter, Balázs Heidrich and István Jenei

The purpose of this paper to examine the impact of shop floor (SF) culture (organizational culture (OC) perceived by workers) and SF subcultures assessed by the competing values…

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Abstract

Purpose

The purpose of this paper to examine the impact of shop floor (SF) culture (organizational culture (OC) perceived by workers) and SF subcultures assessed by the competing values framework (CVF) on the perceived use of lean production (LP) practices.

Design/methodology/approach

The authors analyse questionnaires completed by workers at the single case company undergoing a commonplace lean transformation. The survey items cover both LP items and CVF statements. The propositions are analysed applying cluster analysis and regression.

Findings

At the case company, the multidimensionality of SF culture only partially exists, and the perceived use of LP practices shows little connection to OC. The considerable differences between SF culture and SF subcultures on the one hand and among SF subcultures on the other hand indicate the existence of a special multidimensional SF culture. Altogether, SF culture’s impact on LP is weak.

Practical implications

Managers should rethink the usual lean implementation pathways and understand how values pervade SF culture and how culture types impact the perceived use of LP practices at the SF. Managers could face a trade-off: smoother lean transition by engaging in SF subculture-specific transitions and reinforcing it or by developing a homogenous lean SF culture.

Originality/value

To the best of the authors’ knowledge, this is the first empirical attempt to understand the impact of SF culture on the perceived use of LP practices by adopting a validated OC measurement tool. Furthermore, the study provides insight into workers’ subcultures.

Details

International Journal of Operations & Production Management, vol. 37 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Available. Open Access. Open Access
Article
Publication date: 8 January 2025

Kitti Dióssy, Dávid Losonci, Márta Aranyossy and Krisztina Demeter

Leadership has been identified as a crucial driver of efficient deployment of any Operations Management (OM) paradigm. Our work focuses on digitalisation, a recent OM paradigm…

236

Abstract

Purpose

Leadership has been identified as a crucial driver of efficient deployment of any Operations Management (OM) paradigm. Our work focuses on digitalisation, a recent OM paradigm, and analyses the mediating effect of digital transformation (DT) on the relationship between task-oriented and relationship-oriented leadership styles (LSs) and operational performance (OP) improvements in the manufacturing context.

Design/methodology/approach

The authors employed survey data from Hungarian manufacturing firms. Hypotheses are tested using structural equation modelling.

Findings

Task-oriented and relationship-oriented LSs exert distinct influences on DT and OP improvements. The results indicated that task-oriented LS drives OP improvements through its impact on DT. The relationship-oriented LS does not influence DT. Regarding the implications for OP improvements, we revealed a leadership paradox as the indirect positive impact of task-oriented LS may be offset by the direct negative influence of relationship-oriented LS.

Research limitations/implications

The results are most pertinent to manufacturing firms that have already started their digital journey. Further studies must clarify how managers’ cultural embeddedness (i.e. general perceptions about efficient leadership in their country or region, national culture) could influence findings. Finally, to learn about the effective long-term behaviours of leaders might require different empirical methods.

Originality/value

To the best of the authors’ knowledge, this study represents one of the first survey-based examinations of CEOs on the ways how LSs drive the effective deployment of DT in manufacturing firms. Our findings demonstrate a leadership paradox at the nascent stages of DT in manufacturing firms.

Details

Journal of Manufacturing Technology Management, vol. 36 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 17 December 2024

Detrin Qerimi, Krisztina Demeter and Dávid Losonci

Business process innovation (BPI) is an emerging field that has captured the interest of both academics and policymakers. However, the term is often fraught with ambiguity and…

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Abstract

Purpose

Business process innovation (BPI) is an emerging field that has captured the interest of both academics and policymakers. However, the term is often fraught with ambiguity and inconsistencies in the literature, lacking a comprehensive understanding. The purpose of this paper is to explore what lies behind and determine the definition of BPI as well as to provide a deeper understanding of its key components and antecedents.

Design/methodology/approach

The study reviews the literature by applying Tranfield, Denyer and Smart (2003) method. A systematic approach was adopted to gather pertinent scholarly articles from the Scopus database, resulting in 516 potential articles, of which 32 relevant articles were included for analysis.

Findings

BPI encompasses innovations in processes, organizational structures and marketing. These components of innovation, along with crucial antecedents such as business process re-engineering, improvement and redesign, provide a comprehensive, end-to-end framework for defining BPI. These results demonstrate BPI as an internal change, modification or improvement of business processes and functions that should consolidate at least a type of innovation that is used in the organization and creates an output that is a value to the organization, customers and/or stakeholders.

Research limitations/implications

An important limitation of this study pertains to the inclusion criteria, which restricted to the “definitions”. Consequently, there is a possibility of overlooking some relevant literature. Furthermore, the framework is purely conceptual. Although grounded in the existing literature, the authors focused on examining the definitions and conceptual frameworks. The authors did not engage in empirical analysis or evaluate the methodologies of the selected papers. Furthermore, this study exclusively includes research articles published in academic journals, intentionally excluding books, conference proceedings and other forms of literature that could have been relevant. Another limitation of the study is the exclusive use of the Scopus database for article selection. This approach potentially overlooks relevant papers available in other databases, such as Web of Science, which offers a distinct collection of high-impact journals that are curated differently.

Practical implications

The research contributions of this study remain relevant, as it consolidates existing literature on a relatively underexplored concept and offers a comprehensive overview of BPI, which can serve as a valuable reference for future scholarly work. This paper is also crucial for practitioners, as it provides a clear understanding of BPI, empowering them to make more informed decisions. By defining BPI more precisely, it can improve communication with stakeholders, promoting collaboration and innovation. With a shared understanding of the concept, teams are better positioned to drive projects forward successfully. Moreover, the study emphasizes that company leadership should view both incremental progress and breakthrough innovations as essential components of a successful BPI strategy. BPI facilitates small, incremental changes that offer quick wins with limited disruption to existing processes. Simultaneously, it promotes a flexible approach, allowing innovations to be scaled and adapted across different areas of the organization. In this way, BPI not only streamlines operations but also aligns processes with customer needs, ensuring that improvements are both operationally efficient and value-driven.

Originality/value

By synthesizing a comprehensive selection of literature spanning the years 1990–2022, this paper represents a unique contribution to the conceptualization of BPI through its components and antecedents.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 12 May 2020

Levente Szász, Krisztina Demeter, Béla-Gergely Rácz and Dávid Losonci

The purpose of this paper is to review the literature and offer a more generalizable empirical investigation on the performance impact of implementing Industry 4.0, and the way…

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Abstract

Purpose

The purpose of this paper is to review the literature and offer a more generalizable empirical investigation on the performance impact of implementing Industry 4.0, and the way important contingency factors (plant size, multinational status, country context) affect implementation efforts.

Design/methodology/approach

Following a systematic literature review, the empirical research is based on a large-scale survey of 705 manufacturing plants from 22 countries. Structural equation modeling is employed to discover the relationships between the main constructs of interest, complemented with subgroup analyses to offer a more detailed understanding of the main effects.

Findings

We provide evidence that technologies enabling Industry 4.0 have a positive impact on operational performance, including cost, quality, delivery and flexibility performance. Results of the analyses further indicate that (1) larger firms invest more in implementing Industry 4.0 technologies, (2) manufacturing firms in less competitive countries, especially in the South-East Asian region invest significantly more effort than competitive countries, while (3) multinational companies have no advantage over local firms.

Research limitations/implications

The survey data employed in this study refers to the early years of companies embracing Industry 4.0 solutions, and thus does not contain the most recent advances in manufacturing technologies.

Originality/value

The paper represents one of the first studies in the literature to assess on a large-scale survey the performance impact of Industry 4.0 technologies, as well as the main contingency factors affecting the implementation of these technologies.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 24 May 2013

Dávid Losonci and Krisztina Demeter

This paper aims to identify factors that considerably impact business performance of lean manufacturers (companies with extensive use of lean tools and excellent operational…

3482

Abstract

Purpose

This paper aims to identify factors that considerably impact business performance of lean manufacturers (companies with extensive use of lean tools and excellent operational performance).

Design/methodology/approach

IMSS IV (International Manufacturing Strategy Survey) data bank is used for statistical analysis. It contains 711 valid observations from 23 countries from the time period between 2005 February and 2006 March. Out of the 711 responding organization data of 453 firms are analyzed. Quantitative analyses are done by cluster, ANOVA, and regression analyses.

Findings

Many factors influencing business performance of lean producers are outside of the scope of Operations Management (e.g. market dynamics, new entrants, and customization). Production's contribution to business performance is limited to product/service positioning, supplier and capacity management.

Research limitations/implications

The most important limitation is that the database used in the study was created for more general purposes. Although our results do not show any difference among industries, we only consider cultural impact at regional level. The explanatory power of our model reveals that we could have overlooked many important factors (e.g. innovation capability of business unit, firm role in the supply chain), so further research (e.g. review of strategic management literature) is required to enhance the reliability of variables.

Originality/value

Empirical results regarding improvements in business performance of lean companies are ambiguous. The study highlights key areas of lean production that contribute to superior business performance. It will help managers to explore both operational and business benefits of lean implementation.

Details

Competitiveness Review: An International Business Journal, vol. 23 no. 3
Type: Research Article
ISSN: 1059-5422

Keywords

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Article
Publication date: 5 May 2015

Andrea Gelei, Dávid Losonci and Zsolt Matyusz

– The purpose of this paper is to investigate leadership attributes that contribute to or inhibit the successful adaptation of lean techniques.

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Abstract

Purpose

The purpose of this paper is to investigate leadership attributes that contribute to or inhibit the successful adaptation of lean techniques.

Design/methodology/approach

Using leadership attributes of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, this paper develops an ideal leadership profile of a production manager who aims to develop a lean production system (based on Liker’s seminal work in 2004). Five hypotheses related to contributor and inhibitor leadership behaviors and their associated leadership attributes are analyzed using survey data based on a PLS model.

Findings

According to the results, the proposed conceptual leadership profile, in which leadership attributes are divided into two sets (contributors and inhibitors), required modification. The authors identified five distinct leadership behaviors (specific interrelated sets of leadership attributes). Two of the five leadership behaviors (communicative and micromanager) for production managers contributed to lean implementation. None of the leadership behaviors were inhibitors. Surprisingly, a theoretical inhibitor type of leadership behavior, namely micromanager, proved to be a contributor.

Practical implications

The results provide direct guidance for Hungarian managers with leadership behaviors that can contribute to the successful adaptation of lean techniques. However, managers must also consider that although these leadership behaviors may result in short-term gains, the micromanager leadership behavior can undermine the long-term sustainability of lean success and can hinder the development of a lean culture.

Originality/value

Leaders are frequently considered to be the key drivers of lean management. The empirical paper is unique because it analyzes the relationship among leadership behaviors, leadership attributes, and lean contexts.

Details

Journal of Manufacturing Technology Management, vol. 26 no. 4
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 23 March 2021

Harry Boer, Henrike E.E. Boer and Atanu Chaudhuri

121

Abstract

Details

Journal of Manufacturing Technology Management, vol. 32 no. 3
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 2 March 2020

Nicholas Loyd, Gregory Harris, Sampson Gholston and David Berkowitz

Few companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota…

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Abstract

Purpose

Few companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.

Design/methodology/approach

This research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean production system results.

Findings

The results of this research discovered that the existence of the Toyota Way culture has a significant and positive mediating effect on a Lean production system achieving the desired Lean results.

Originality/value

This research created a validated survey instrument that can be used to evaluate and understand the status of a Lean implementation initiative based upon employee perception. The results of this study support assertions made by Lean practitioners and previous research stating that culture affects the level of success of Lean production system implementation. While this may not seem like breaking news, prior to this study no statistically validated research supporting such an assertion could be found. Furthermore, this research defines culture very specifically as the Toyota Way culture as outlined in The Toyota Way 2001.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

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