اثرات شیوه های تولید ناب بر عملکرد نوآوری فرایند
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اثرات شیوه های تولید ناب بر عملکرد نوآوری فرایند

عنوان فارسی مقاله: بررسی تأثیر شیوه های تولید ناب بر عملکرد نوآوری فرایند
عنوان انگلیسی مقاله: Exploring lean manufacturing practices’ influence on process innovation performance
مجله/کنفرانس: مجله تحقیقات کسب و کار - Journal Of Business Research
رشته های تحصیلی مرتبط: مدیریت، مهندسی صنایع
گرایش های تحصیلی مرتبط: مدیریت عملکرد، تولید و عملیات، مدیریت نوآوری و فناوری، سیاست های تحقیق و توسعه
کلمات کلیدی فارسی: تولید ناب، شیوه های ناب فنی، شیوه های ناب انسانی، نوآوری فرایند، عملکرد عملیاتی
کلمات کلیدی انگلیسی: Lean manufacturing، Technical lean practices، Human lean practices، Process innovation، Operational performance
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.jbusres.2018.09.002
دانشگاه: Warwick Manufacturing Group, The University of Warwick, International Manufacturing Centre, Coventry, UK, CV4 7AL
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2020
ایمپکت فاکتور: 5/352 در سال 2019
شاخص H_index: 158 در سال 2020
شاخص SJR: 1/684 در سال 2019
شناسه ISSN: 0148-2963
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 17
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E14412
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Literature review


3- Research methodology


4- Results, analysis, and discussion


5- Concluding remarks, limitations, and future research


References

نمونه متن انگلیسی مقاله

Abstract


Little is known about the effects of lean manufacturing practices on the process innovation performance of manufacturing organisations. This research aims to fill this gap and explore the aforementioned interdependency. A research framework consisting of 22 measurement scales and three pairs of hypotheses was developed based on an extensive literature review. A large-scale self-administered questionnaire was distributed among appropriately selected industrial experts. Datasets obtained from 340 usable responses were analysed through confirmatory factor analysis, descriptive statistics, correlations, and multiple linear regression models. The findings suggest that both technical and human lean practices have a moderate to strong positive impact on the input and occurrence of incremental and radical process innovation in manufacturing organisations. In turn, as an output of process innovation, this appears to enhance companies' operational performance. Thereby, the results dispel the scholarly and managerial misconception that LM and innovation are difficult to coexist.


Introduction


Over the last 30 years, lean manufacturing (LM) has provided some of the most popular and effective practices and tools for striving towards operational excellence (Albliwi, Antony, & Lim, 2015). In essence, LM aims to eliminate any non-value-adding activities through continuous incremental improvements (Abolhassani, Layfield, & Gopalakrishnan, 2016). Global megatrends have accelerated the pace of technological developments, increasing the importance of dynamic operations (Westkämper, 2014). In this environment, merely optimising the exploitation of innovation is not enough. Companies are challenged to enhance their explorative innovation capabilities to ensure sustainable competitive advantages (Chen & Huang, 2009; Kafetzopoulos, Gotzamani, & Gkana, 2015). In addition to managing existing products and services, they must incrementally and radically innovate in technology and processes to outpace global competition (Westkämper, 2014). On one hand, exploitation and exploration seem contradictory (Berente & Lee, 2014; Jones & Linderman, 2014; Pakdil & Leonard, 2017). By principle, standardised lean environments appear to be the opposite of increased worktime flexibility and colourful creativity rooms. Similarly, structured and streamlined workflows associated with LM seemingly contradict the need of freedom to innovate. Pakdil and Leonard (2017) outline a paradox of LM: while employees are encouraged to continuously innovate autonomously, guidelines and work regulations provide strict rules for their operations. Spear and Bowen (1999) also describe the Toyota Production system as a paradox between rigid processes and flexible responsiveness. Jones and Linderman (2014) call this a trade-off between innovation and efficiency of manufacturing plants. However, LM is centred on improvement (Jasti & Kodali, 2015), and increasing innovativeness is occasionally presented as an important mechanism for LM (Lyons, Vidamour, Jain, & Sutherland, 2013). In addition, various human resource (HR) oriented LM practices (e.g. diverse training, teamwork, and flatter hierarchies) (Olivella, Cuatrecasas, & Gavilan, 2008) are often listed among general attributes of innovation fostering environments (Dul & Ceylan, 2014; Fiates, Fiates, Serra, & Ferreira, 2010). Together, the outlined contradictions raise the question as to whether, and in which way, the implementation of LM affects the ability of manufacturing organisations to generate process innovations.

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