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Quality management constructs related to management leadership and workforce involvement have consistently shown strong correlation with firm success for years. However, there is an increasing body of research based on complexity theory (CT) suggesting that constructs such as these should be viewed as variables in a complex system with inter-dependencies, interactions, and potentially nonlinear relationships. Despite the significant body of conceptual research related to CT, there is a lack of methodological research into these potentially nonlinear effects. The purpose of this paper is to demonstrate the theoretical and practical importance of non-linear terms in a multivariate polynomial model as they become more significant predictors of firm success in collaborative environments and less significant in more rigidly controlled work environments.

Multivariate polynomial regression methods are used to examine the significance and effect sizes of interaction and quadratic terms in operations scenarios expected to have varying degrees of complex and complex adaptive behaviors.

The results find that in highly collaborative work environments, non-linear and interaction effects become more significant predictors of success than the linear terms in the model. In more rigid, less collaborative work environments, these effects are not present or significantly reduced in effect size.

This study shows that analytical methods sensitive to detecting and measuring nonlinearities in relationships such as multivariate polynomial regression models enhance our theoretical understanding of the relationships between constructs when the theory predicts that complex and complex adaptive behaviors are present and important.

This study demonstrates that complex adaptive behaviors between management and the workforce exist in certain environments and provide greater understanding of factor relationships relating to firm success than more traditional linear analytical methods.

The purpose of this paper is to examine differences in manufacturing managers' perceptions of functional area power in manufacturing organizations to address the perception in the literature that manufacturing has little if any power in the organization.

Survey data gathered from 129 manufacturing executives in the USA are used to examine their perceptions of differences in functional power in manufacturing firms. Relative rankings of functional areas for four types of power – position, expertise, resource, and political – are used to examine perceived differences, and the relationship between power and the role of the manufacturing executive in strategic decision making.

Contrary to prior assertions in the manufacturing strategy literature, it was found that the manufacturing and marketing areas are perceived by manufacturing managers to be the most powerful functions, switching in their dominant roles depending upon the type of power. In addition, a relationship exists between position, expertise, and political power and the role of the manufacturing executive.

Although, this research includes a second respondent from a sub‐sample of firms, future research should examine not only the manufacturing managers' perceptions of intra‐organizational power, but also should dovetail the paper's findings with perceptions of managers in other functional areas as well.

Manufacturing managers can take actions to enhance their role in business‐level strategic decisions and be proactive in increasing the power of their functional area.

This paper addresses intra‐organizational power, which has not been examined in the manufacturing strategy literature from the perspective of the manufacturing manager's perception.

A flexible manufacturing system (FMS) helps improve the system’s performance, thus increasing its overall competitiveness. FMS is an essential component of Industry 4.0 (I4.0), which has revolutionized the way firms manufacture their products. This study aims to investigate the diverse focus of the research being published over the years and the direction of scholarly work in applying FMSs in business and management.

A total of 1,096 bibliometric data were extracted from the Scopus database from the years 2001 to 2021. A systematic review and bibliometric analysis were performed on the data and related articles for performance measurement and scientific mapping on the FMS themes.

Based on co-keyword, the study reveals four major themes in the FMS field: mathematical models and quantitative techniques, scheduling and optimization techniques, cellular manufacturing and decision-making in FMSs. Based on bibliometric coupling on 2018–2021 bibliometric data, four themes emerged for future research: scheduling problems in FMS, manufacturing cell formation problem, interplay of FMS with other latest technologies and I4.0 and FMS.

The originality lies in answering the following research questions: What are the most highlighting themes in FMS, and how have they evolved over the past 20 years (2001–2021)? What topics have been at the forefront of research in FMS in the past five years (2016–2021)? What are the promising avenues of research in FMS?

The purpose of this paper is to describe the volume and quality of information and communication channel use at various stages of the malt barley value chain (MBVC) in Ethiopia and to investigate how metrics of these variables influence the extent of integration of the chain.

The study is based on survey data collected from 320 farmers and 100 traders and interview responses compiled from 76 respondents. Descriptive statistics and ordered logistic regression were used for data analysis.

The descriptive statistics show a lower volume and poor quality of information is being shared at farmer-trader interface and that value chain integration (VCI) is weak at all studied interfaces. Results of ordered logistic regression show that information volume and quality positively influence VCI, whereas a positive relationship between channel use and VCI was found only at farm level interfaces. Evidences found suggested that inconsistent information systems, lack of information sharing plans, low level of members’ awareness about the value of information, and lack of trust to share information were factors that inhibited information sharing in the MBVC.

The study offers pioneering evidence of the relative role of information volume and quality and channel use as factors that influence the extent of integration of the value chain.

This research aims to gain a holistic understanding of how video conferencing (VC) apps' media characteristics influence individuals' perceptions of VC apps and, ultimately, their use and continued use in professional settings.

A conceptual research model is developed by integrating constructs from media synchronicity theory (MST), social presence theory and the unified theory of acceptance and use of technology (UTAUT2) model, as well as ubiquity, technicality and perceived fees. Structural equation modeling (SEM) is used to empirically test the conceptual model using data collected from 252 working professionals from the European Union.

The results reveal that while performance expectancy (PE) and facilitating conditions (FC) are fundamental to VC app use, these factors alone do not explain the use and continuing use of VC apps in the professional context. Media characteristics that include synchronicity, social presence, and ubiquity are equally crucial to professionals using VC apps. It also confirms the moderating effect of convergence on the relationship between synchronicity and PE and the moderating effect of technicality and perceived fees on the relationship between ubiquity and FC.

For researchers, the study offers insights into the extent to which technological and socially derived characteristics of VC apps influence the routine tasks undertaken by professionals in virtual work settings. For practitioners, recommendations pivotal to the use of VC apps are presented to promote higher acceptance and improved well-being of the professional workforce.

This chapter comprehensively presents the step by step research methodology, used for the financial market research analysis.

The purpose of this paper is to examine the role that information systems (IS) artifacts (IS for automation and IS for analytics) and process standardization play in enhancing different dimensions of supply chain agility (SCA) (sensing, comprehending and responding).

Data collected through the survey approach was used to examine the research model. The results were analyzed based on regression analysis. Various tests were conducted to validate the results of the mediation hypotheses.

The results show that IS for analytics has a significant association with all dimensions of SCA and mediates the relationship between IS for automation and SCA’s sensing and comprehending dimensions. In addition, process standardization directly and uniquely influences the comprehending and responding dimensions of SCA.

The assessment of the relationship between different IS features in the context of SCA enhancement contributes to theory development in the area of IS-enabled supply chains. Furthermore, investing in both process and IS-related initiatives offers unique value in the context of supply chains. The data collection approach limited us to a cross-sectional analysis, whereas longitudinal data could have offered deeper insights.

IS artifacts and process-based initiatives can be leveraged for organizational capability enhancement. Organizations that are vigilant, analysis driven and take quick actions, invest in IS-based tools that support analytics. The highest impact of these tools is visible in the enhancement of the comprehending dimension of SCA.

Prior research does not explicitly examine the interplay among the different IS artifacts. Furthermore, process-centric initiatives can also be used in conjunction with or as an alternative to IS-based initiatives. The originality of this work stems from jointly evaluating the role of IS artifacts and process standardization in making the supply chain more agile.

This chapter focusses on the identification of sustainability factors. Out of the 77 variables used in the questionnaire for collection of the information, on sustainability of financial innovation in e-payment system (EPS), the important factors are identified and derived using exploratory factor analysis (EFA). This chapter further presents validation of the identified factors through confirmatory factor analysis (CFA). Based on the identified factors, a model for EPS is proposed. The chapter also presents a scale developed based on identified factors.

Agile new product development (ANPD) attracts researchers and practitioners by its ability to rapidly reconfigure products and related processes to meet the needs of emerging markets. To increase ANPD adoption, this study aims to identify ANPD enablers (ANPDEs) and create a structural framework that practitioners can use as a quick reference.

Initially, a comprehensive literature review is conducted to identify ANPDEs, and a structural framework is developed in consultation with an expert panel using a hybrid robust best–worst method interpretive structural modeling (ISM). During the ISM process, the interactions between the ANPDEs are investigated. The ISM result is used as input for fuzzy Matrice d’Impacts croises-multiplication appliqúean classment means cross-impact matrix multiplication applied to classification (MICMAC) analysis to investigate enablers that are both strong drivers and highly dependent.

The study’s findings show that four ANPDEs are in the low-intensity cluster and thus are excluded during the structural frame development. ISM output shows that “Strong commitment to NPD/top management support,” “Availability of resources,” “Supplier commitment/capability” and “Systematic project planning” are the important ANPDEs. Based on their driving and dependence power, the clusters formed during the fuzzy MICMAC approach show that 16 ANPDEs appear in the dependent zone, one ANPDE in the linkage zone and 14 ANPDEs in the driving zone.

This research has intense functional consequences for researchers and practitioners within the industry. Industry professionals require a conservative focus on the established ANPDEs during ANPD adoption. Management has to carefully prepare a course of action to avoid any flop during ANPD adoption.

The framework established is a one-of-a-kind study that provides an integrated impression of important ANPDEs. The authors hope that the suggested structural framework will serve as a blueprint for scholars working in the ANPD domain and will aid in its adoption.