In the mature stage of product and technology life cycles, major breakthroughs in performance are difficult to achieve. However, a series of small incremental improvements may…
Abstract
In the mature stage of product and technology life cycles, major breakthroughs in performance are difficult to achieve. However, a series of small incremental improvements may cumulatively make a significant difference. At this stage, execution of the best organizational practices becomes even more important. Uses team New Zealand’s extremely successful 1995 America’s Cup program to illustrate how these practices and success factors can be brought together in an effective high technology product design process. Identifies these factors and practices as high quality human assets, participatory leadership, sufficient resources, a climate of innovation, external scanning, interactive involvement with sophisticated users, and technology strategy and competitive strategy match.
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The 1992 America′s Cup featured 12 competitors from ten countriessailing high technology boats at an early stage of development. Thecontest provides a dynamic model of patterns of…
Abstract
The 1992 America′s Cup featured 12 competitors from ten countries sailing high technology boats at an early stage of development. The contest provides a dynamic model of patterns of international high technology competition. Utilizes the America′s Cup campaign as a case study to illustrate lessons for product design in early stages of technological development in international arenas.
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Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…
Abstract
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
Peter A. Stanwick and Larry P. Pleshko
An area that so far has been neglected within organizational theory research is the examination of the relationship of characteristics of the environment, formalized planning, and…
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An area that so far has been neglected within organizational theory research is the examination of the relationship of characteristics of the environment, formalized planning, and organizational structure, along with their resultant effects on firm performance. This paper examines these relationships based on three environmental dimensions, four design dimensions, and two dimensions of formalized planning used by decision makers within an organization. The results of an empirical investigation suggest that environmental characteristics and organizational design do have an impact on both performance efficiency and performance effectiveness. In addition, interactions of environmental characteristics and organizational design on performance effectiveness were significant.
This chapter explores how hybrid organizations navigate the challenges (and opportunities) associated with advancing unconventional logic combinations. It draws from a study of…
Abstract
This chapter explores how hybrid organizations navigate the challenges (and opportunities) associated with advancing unconventional logic combinations. It draws from a study of the 180-year history of sheltered workshops in the United States. Sheltered workshops are hybrids that combine social and commercial logics to provide gainful employment to individuals with disabilities. This chapter theorizes a connection between the governance system – that is, country-based social norms and regulatory settlements – framing hybrids and the agency that allows them the discretion required to advance unconventional combinations. It introduces the term hybrid agency to describe this connection and identifies four types: upstream, midstream, downstream, and crosscurrent. Upstream agency draws from the entrepreneurial vision of charismatic founders. It allows hybrids the discretion to advance unconventional logic combinations in unsupportive times, but it also requires them to observe certain dominant cultural norms. Midstream agency draws from hybrids’ adaptation and advocacy skills and resources in periods of historical change. It allows access to resources and legitimacy for unconventional combinations. Downstream agency draws from organizational slack possible in supportive times. Slack eases tensions and tradeoffs between conflicting logics but may also fuel mission drift. Finally, crosscurrent agency also draws from hybrids’ adaptation and advocacy skills and resources. It provides hybrids with the opportunity to grapple with challenges in periods of contestation.
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The purpose of this paper is to review the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing…
Abstract
Purpose
The purpose of this paper is to review the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing organizations. It also seeks to highlight appropriate enablers and success factors for eliminating barriers in successful TPM implementation.
Design/methodology/approach
The paper systematically categorizes the published literature and then analyzes and reviews it methodically.
Findings
The paper reveals the important issues in Total Productive Maintenance ranging from maintenance techniques, framework of TPM, overall equipment effectiveness (OEE), TPM implementation practices, barriers and success factors in TPM implementation, etc. The contributions of strategic TPM programmes towards improving manufacturing competencies of the organizations have also been highlighted here.
Practical implications
The literature on classification of Total Productive Maintenance has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various TPM implementation practices demonstrated by manufacturing organizations globally. It also highlights the approaches suggested by various researchers and practitioners and critically evaluates the reasons behind failure of TPM programmes in the organizations. Further, the enablers and success factors for TPM implementation have also been highlighted for ensuring smooth and effective TPM implementation in the organizations.
Originality/value
The paper contains a comprehensive listing of publications on the field in question and their classification according to various attributes. It will be useful to researchers, maintenance professionals and others concerned with maintenance to understand the significance of TPM.
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The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is…
Abstract
The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.
Keith W. Glaister, Omer Dincer, Ekrem Tatoglu, Mehmet Demirbag and Selim Zaim
The purpose of this paper is to examine the nature of the strategic planning‐performance relationship by drawing on data from a sample of Turkish firms.
Abstract
Purpose
The purpose of this paper is to examine the nature of the strategic planning‐performance relationship by drawing on data from a sample of Turkish firms.
Design/methodology/approach
The sample frame for the study was derived from the database of the Istanbul Chamber of Industry's 500 largest Turkish manufacturing companies and the database of companies quoted on the Istanbul Stock Exchange. Based on a postal survey, 135 usable questionnaires were returned. Using LISREL causal modeling the moderating effects of a set of contingency factors on the relationship between formal strategic planning and firm performance were investigated.
Findings
The findings show that there is a good deal of support for the study's hypotheses. A strong and positive relationship was formed between formal strategic planning and firm performance, which tends to confirm the arguments of the prescriptive strategic management literature. The test results also verify the moderating roles of environmental turbulence, organization structure and firm size on the strategic planning‐performance link.
Research limitations/implications
Strategic planning and its key dimensions represent a subtle and complex activity, and that to obtain rich data on such phenomena may be best accomplished through research methods that employ qualitative data gathering techniques. Incorporation of qualitative performance measures, in addition to financial measures would enrich our understanding of the planning‐performance relationship.
Practical implications
After almost a decade of relative neglect perhaps this research issue will again begin to attract the kind of attention that it deserves. Although strategy is often considered to be a universal practice, it is better thought of as many different crafts, varying according to its different contexts. So, the impact of various contexts on the planning‐performance relationship should be taken into account.
Originality/value
Prior studies that have examined strategic planning‐performance relationship have tended to focus on firms from industrialized countries. This is one of the first studies that has explicitly modeled and empirically tested the relationship in an emerging country context.
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Total productive maintenance, or TPM, represents a major shift in the way an organization approaches the maintenance function and implementation typically requires a significant…
Abstract
Total productive maintenance, or TPM, represents a major shift in the way an organization approaches the maintenance function and implementation typically requires a significant change in organizational culture. Most references on TPM suggest a variety of ways to promote this cultural change, including top management support, training and changes in reward systems. Despite these efforts, many organizations still find it difficult to create the necessary change in culture. This paper proposes an additional means to help bring about the cultural change necessary to make TPM work: mathematical modeling. Using examples of four mathematical models in the maintenance field, the paper describes how such models might be used to promote this cultural change by making the potential benefits of TPM more tangible and objective to employees and by improving employees’ understanding of how their involvement in TPM can affect the organization and its customers.