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In this chapter, the authors theorize organizational integration by extending, elaborating, and combining various theoretical perspectives, such as structural contingency theory, organization economics, and organizational culture. The aim of this study is to provide the foundation for a holistic theory of integration that examines the different relevant facets of integration and a comprehensive set of tools – integrative devices – by which integration can be sought by those who design the organization. To this end, the authors examine the integration challenge that arises from various types of subunit interdependence – pooled, sequential, and reciprocal – and theorize which configurations of integrative devices are more likely to be effective in a given task environment. The authors close by discussing directions for future research on organizational integration.

This article challenges and advances the extant manufacturing practice‐performance research in three ways. First and most fundamentally, the article offers a sound theoretical foundation for the proposition that manufacturing practices have competitive value. Second, typical studies do not pay enough attention to the multidimensional nature of performance and often collapse strategic position (performance) into a one‐dimensional index. The article will show that this does not do justice to the multidimensional nature of operational performance. Third, extant research, aside from a few exceptions, pays little attention to the strategic contingencies involved in adopting and implementing specific practices. The overarching goal of this article is to move us toward better‐informed empirical inquiry of the strategic contingency argument in operations strategy research. The article builds a theoretical argument of manufacturing practices, strategic contingency and performance and tests it in a sample of 164 manufacturing plants using a series of regression analyses. Results show that both the best practice and strategic contingency arguments have merit in explaining operational performance; however, the contingency argument has stronger support.

Conventional wisdom has it that cross‐functional integration is a “must”. The purpose of this paper is to take an information‐processing approach to integration and elaborate the conventional wisdom by theoretical examination of both the concept of integration as well as theoretical and empirical elaboration of its link to operational performance.

The authors develop six propositions on how cross‐functional integration affects performance and test the propositions in an international sample of 266 manufacturing plant organizations in nine countries.

The results strongly suggest that disaggregation of performance is important, because the effects of cross‐functional integration on performance are contingent: even though the effects of achieved integration on several dimensions of operational performance are positive, the performance effect varies from one dimension to the next. This is an important finding given that performance has typically been treated at an aggregate level in prior research on the performance effects of integration.

Although most research on integration has focused on the performance implications in particular, theoretical work on the nature of the integration‐performance relationship is required. In this paper, the authors argue the benefits of cross‐functional integration to be fundamentally context‐dependent and elaborate the link between integration and performance by developing the definition of the concept of integration further, as well as by disaggregation of performance, to its constituent dimensions.

The purpose of the paper is to evaluate the feasibility of implementing a tracking based inventory management system in temporary storage locations of a project delivery chain. To describe the use of tracking based inventory information for improved logistics control in equipment delivery and installation.

A solution design experiment was carried out in 16 temporary storage locations with one original equipment manufacturer and four installation partners.

It is feasible to implement tracking based inventory management in temporary storage locations. The challenge is to ensure that installation partners adopt the system. The benefit is improved logistics control of equipment delivery and installation for the original equipment manufacturer.

Tracking information is more useful than conventional stock keeping in project delivery. By monitoring the dwell time of delivery items it is possible to identify and resolve problems in project execution.

Inventory management in temporary storage locations help project management, project logistics, and central logistics organizations carry out their work more effectively. Implementation can be based on tracking.

The paper's value lies in empirical tests and evaluation of tracking based inventory management in temporary storage locations.

This study aims to determine whether partial least squares path modeling (PLS) is fit for purpose for scholars holding scientific realist views.

The authors present the philosophical foundations of scientific realism and constructivism and examine the extent to which PLS aligns with them.

PLS does not align with scientific realism but aligns well with constructivism.

Research is needed to assess PLS’s fit with instrumentalism and pragmatism.

PLS has no utility as a realist scientific tool but may be of interest to constructivists.

To the best of the authors’ knowledge, this study is the first to assess PLS’s alignments and mismatches with constructivist and scientific realist perspectives.