1,825 research outputs found
The Complementary Effect of Manufacturing Process Modularity and IS Flexibility on Agility in Manufacturing
In the situation of shortened product life cycles, modular product design enables organizations to adapt to unanticipated changes in their environments. This study extends modular systems theory to manufacturing process design and posits that: (i) firms can design their manufacturing processes for the same product into either an integrated or modularized structure, thereby being agile in dynamic environments, and (ii) the effect of manufacturing process modularity on agility is complemented by information systems (IS) flexibility. Conceptually, this study explains how important the congruence between the IS and manufacturing processes is to achieving agility in manufacturing and seeks to demonstrate how an IS adapts to shape agility. For practice, this study suggests that firms should focus their efforts on both IS flexibility and manufacturing process modularity, as well as their harmonization, in addition to modular product design
Changeable Manufacturing on the Network Level
AbstractAgility in the sense of changeability on the manufacturing network level, and here especially the business perspective, has received less attention than the other dimensions of changeability on the lower production levels, as well as in relation to the technological perspective. The present paper aims to enrich the concept of agility in the aforementioned sense, taking strategic management concepts into account that have so far received less attention in relation to changeability. Namely, we consider the concepts of lead factory, capacity pooling and allying, operational flexibility, and the concept of combining products, services and software as fruitful enrichments of the umbrella concept changeability. In so doing, we highlight interdependencies between agility and the analyzed concepts as well as the other changeability dimensions on the lower production level of factories or sites. On this basis, we formulate six hypotheses in consideration of the presented theoretical derivations. Hence, the methodological approach of our research is conceptual and hypothesis generating. Our work is supposed to build the basis for continuative conceptual and empirical research on agility
IT and Firm Agility: An Electronic Integration Perspective
Firms evolving in increasingly turbulent environments need to respond to market threats and opportunities with speed. At the same time, firms implement numerous information technologies (IT) in the hope of streamlining processes and providing managers with unfettered access to information from both within and outside the firm. While research shows how agility and IT contribute to firm performance, the relationship between these two constructs remains relatively unexplored. Using an electronic integration perspective, we develop a framework that addresses this issue. The framework suggests that IT applications affect the two components of agility (sensing and responding) through two types of integration (internal and external). The framework also explains the mediating roles of knowledge exploration, knowledge exploitation, and process coupling. Four propositions are developed and illustrated with different examples. Avenues for future research are developed
Impact of Business Intelligence and IT Infrastructure flexibility on Competitive Performance: An Organizational Agility Perspective
There is a growing usage of business intelligence (BI) for better management decisions in different industries. However, empirical studies on BI are still scarce. In this research we study BI from an organizational agility perspective. Organizational agility is the ability to sense and respond to market opportunities and threats with speed and BI can help the sensing part of organizational agility. Drawing on systems theory, dynamic capabilities framework, and literature on competitive performance, organizational agility, business intelligence, and IT infrastructure flexibility, we hypothesize that BI usage and IT infrastructure flexibility are two important sources for an organization’s agility. We developed a research model to examine the effects of BI and IT infrastructure flexibility on organizational agility, which in turn affects an organization’s competitive performance. IS managers will be the main pool of subjects for this research. We will use PLS to analyze the data
Exploring A Strategic Links between Absorptive Capacity, Supply Chain Agility, It Capability and the Organizational Performance of Indonesian Manufacturing Firms
The present research attempts to discover this supply chain management as an important issue of strategic management research. This study particularly examines two important IT capabilities which are expected to have influence on firm performance, these capabilities are 1) IT assimilation, the ability to synchronize and diffuse the applications of information technology under business structure, and 2) flexible IT infrastructure, a well-developed and carefully planned technological foundation which provides basis for present as well as future applications to be developed. Based on the dynamic capability’s perspective and the view of a hierarchy of capabilities, the prime objective of the currents study is investigating the direct relationship between absorptive capacity, supply chain agility, IT capability and organizational performance in the Indonesian manufacturing firms. In addition to that the mediating effect of absorptive capacity and supply chain agility is also examined. Employing the survey-based methodology, the SEM-PLS technique is used to test the hypothesized relationships. So, current study has used SEM-PLS as statistical tool to answer the research questions raised in this study and research objectives envisaged in the current study. The findings of the study have provided support to the theoretical foundation and proposed hypothesis of the current study. Current study will be helpful for policymakers and practitioners in understanding the issues related to supply chain agility, IT capability, absorptive capacity and the firm performance. In author knowledge this is among very few pioneering studies on this issue
IT Capabilities – Quo Vadis?
The successful management of IT capabilities and their complex interdependencies with other organizational capabilities constitutes an important source of competitive advantage for many organizations today. The role of IT capabilities in enabling competitive actions is well-researched. By reviewing a large number of IT capabilities-focused research articles, the authors seek to answer the questions, “What have we learned? What do we still need to learn?” This research-in-progress article presents key findings regarding IT capabilities, highlighting current research limitations, and providing propositions and recommendations regarding future research
Effect of Business Intelligence and IT Infrastructure Flexibility on Organizational Agility
There is a growing use of business intelligence (BI) for better management decisions in different industries. However, empirical studies on BI are still scarce in academic research. This research investigates BI from an organizational agility perspective. Organizational agility is the ability to sense and respond to market opportunities and threats with speed. Drawing on systems theory and literature on organizational agility, business intelligence, and IT infrastructure flexibility, we hypothesize that BI use and IT infrastructure flexibility are two major antecedents to organizational agility. We developed a research model to examine the effect of BI use and IT infrastructure flexibility on organizational agility. Survey data were collected and used to assess the model. The results support the hypothesis that BI and IT infrastructure flexibility are two significant antecedents of organizational agility. This research is a pioneering work that empirically investigates the significance of BI in business context
Co-operation as a response to a turbulent environment
The objective of this study was to find out 'how SMEs perceive and respond to a turbulent environment'. We define a turbulent environment as an environment in which customer needs are rapidly changing. Based on this interpretation, we are interested in to what extent SMEs perceive these changes in customer needs and how they respond to these changes - particularly focussing on strategy and cooperation. The main conclusion of our research is that SMEs co-operate mainly to reduce costs or improve the competitive position, not to meet customer needs more adequately. SMEs do not realise the advantages of seeking cooperation in order to share means and expertise in delivering a custom or tailor-made product or service to their customer. With respect to their suppliers, SMEs often lack countervailing power, which is an obstacle for co-operation. SMEs in the retail sectors are unable to convince their suppliers of the need to respond to changes quickly. Regarding co-operation with the clients, one might question whether existing customisation strategies are really demand-driven. This research does not support the impression that SMEs really know their customers' wishes and needs. On the contrary, some businesses intentionally do not adjust their products to changing customer needs.
The Role of Information Technology in Firm Agility: An Electronic Integration Perspective
Organizational agility, defined as the ability of organizations to sense and respond to market opportunities and threats with speed and surprise, is quickly becoming the hallmark of companies that consistently emerge as leaders in hypercompetitive environments. While explaining the role of IT, this paper argues that in order to be agile firms must be electronically integrated internally (with organizational units) and externally (with partners, suppliers and customers). Such integration enables firms to capitalize on knowledge and competencies of their partners and allows them to be agile in sensing and responding to opportunities and threats. This paper uses the organizational integration model presented by Barki and Pinsonneault (2005) and focuses primarily on the role of IS in organizational integration. While exploring this relationship and the mediating effects of knowledge integration and core business process competencies, this paper contributes a complementary view of organizational agility
Towards the measurement of Enterprise Information Systems agility to support EIS improving projects
International audienceEnterprise information systems (EIS) are directly implied in the global performance of an organisation. Nevertheless, their potential rigidity in comparison with the required fast evolution of the supported organisation remains an important open research question. The proposed research work aims to define and evaluate the agility of an EIS, in order to assist both software engineers and business managers in EIS improvement projects. In particular, a framework is proposed to structure the different existing metrics on agility according to the improvements needs and the intrinsic characteristics of an information system
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