Hongyan Sheng, Taiwen Feng, Lucheng Chen and Dianhui Chu
This study aims to explore how to respond to market turbulence by big data analytics (BDA) capability and mass customization capability (MCC) from the perspective of…
Abstract
Purpose
This study aims to explore how to respond to market turbulence by big data analytics (BDA) capability and mass customization capability (MCC) from the perspective of organizational information processing theory (OIPT).
Design/methodology/approach
This study examines the research hypotheses using hierarchical regression analysis by collecting data from 277 Chinese firms.
Findings
The results reveal that supply chain agility (SCA) completely mediates the impacts of technical skills on product-oriented and service-oriented MCC and the impact of data-driven decision-making culture (DDC) on service-oriented MCC. SCA also partially mediates the impacts of managerial skills on two dimensions of MCC and the impact of DDC on product-oriented MCC. In addition, market turbulence strengthens the impact of managerial skills on SCA.
Originality/value
This study provides insightful contributions and implications for enhancing MCC to cope with market turbulence.
Details
Keywords
Hongyan Sheng, Taiwen Feng, Lucheng Chen, Dianhui Chu and Weijie Zhang
The purpose of this study aims to develop and test a motives-mass customization (MC) capability-performance model by dividing MC capability into product-oriented MC capability and…
Abstract
Purpose
The purpose of this study aims to develop and test a motives-mass customization (MC) capability-performance model by dividing MC capability into product-oriented MC capability and service-oriented MC capability.
Design/methodology/approach
This research tests the hypothesized relationships using survey data from 277 Chinese manufacturing firms.
Findings
The results indicate that instrumental, relational and moral motives all have significantly positive impacts on product-oriented and service-oriented MC capability. The authors also find that product-oriented MC capability partially mediates the impacts of relational and moral motives on operational, environmental and economic performance, while service-oriented MC capability partially mediates the impacts of instrumental, relational and moral motives on operational, market, environmental and economic performance.
Originality/value
This study complements the existing MC literature by describing MC capability into two dimensions: product-oriented MC capability and service-oriented MC capability.
Details
Keywords
Hongyan Sheng, Taiwen Feng, Lucheng Chen and Dianhui Chu
This study aims to explore how operational coordination affects mass customization capability (MCC) via organizational agility, the double-edged sword effect of customer need…
Abstract
Purpose
This study aims to explore how operational coordination affects mass customization capability (MCC) via organizational agility, the double-edged sword effect of customer need diversity and the moderating effect of competitive intensity based on dynamic capabilities perspective.
Design/methodology/approach
This study examines the research hypotheses using hierarchical regression analysis by collecting data from 277 Chinese firms.
Findings
The results reveal that organizational agility partially mediates the impacts of operational coordination on product-oriented and service-oriented MCC. Customer need diversity is positively related to operational coordination, whereas negatively moderates the relationship between operational coordination and organizational agility. Moreover, competitive intensity negatively moderates the relationship between organizational agility and service-oriented MCC.
Research limitations/implications
This study mainly used perceptual scales to measure organizational agility. There is a need to measure agility through Agility Index which consists of features' combination that enables agility.
Practical implications
Managers would thus do well to integrate business activities with supply chain partners and strive to foster an agile organization. Additionally, managers should take the leadership to assess the customer need and invest time and resources to respond to it when needed even though the response may be difficult.
Originality/value
Although the importance of MCC in meeting personalized customer needs has been recognized, whether and how customer need diversity affects MCC remains unclear. This study provides a framework to study the relationships between customer need diversity and MCC, which deepens our understanding of how to enhance MCC to respond to diverse customer needs.