Internal lean practices and performance: The role of technological turbulence

Chavez, R. and Yu, W. and Jacobs, M. and Fynes, B. and Wiengarten, F. and Lecuna, A. (2015) Internal lean practices and performance: The role of technological turbulence. International Journal of Production Economics, 160 . pp. 157-171. ISSN 09255273 (ISSN). (doi:https://doi.org/10.1016/j.ijpe.2014.10.005) (Access to this publication is currently restricted. You may be able to access a copy if URLs are provided)

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Abstract

Drawing upon resource dependence theory, this study investigates the linkages from supplier partnership and customer relationship to internal lean practices. Furthermore, this study investigates the linkages from internal lean practices (ILP) to operational performance and organizational performance, and assesses the contingency perspective of these relationships with respect to technological turbulence. The study is based on a questionnaire sent to 228 manufacturing companies in the Republic of Ireland, and the relationships proposed analyzed with structural equation modeling and OLS regression. The results reveal the importance of supply chain relationships, in particular through supplier partnership and customer relationship, in that they are positively associated with ILP. Further, the study finds that ILP are positively associated with both operational and organizational performance. This study also adds to the understanding of the circumstances under which ILP impact performance in that technological turbulence was found to negatively moderate the linkages between ILP and operational performance and ILP and organizational performance. While lean practices can stimulate improved operational and organizational performance, this relationship is not monotonic and is timely to consider the rate of technological change at the time of implementing lean manufacturing. © 2014 Elsevier B.V. All rights reserved.

Item Type: Article
Additional information: Unmapped bibliographic data: LA - English [Field not mapped to EPrints] J2 - Int J Prod Econ [Field not mapped to EPrints] AD - Facultad de Economía Y Empresa, Universidad Diego Portales, Avda. Santa Clara 797, Huechuraba, Santiago, Chile [Field not mapped to EPrints] AD - Norwich Business School, University of East Anglia, 102 Middlesex Street, London, United Kingdom [Field not mapped to EPrints] AD - Department of Operations Management, College of Business, University of Dayton, 300 College Park, Dayton, OH, United States [Field not mapped to EPrints] AD - Smurfit Graduate School of Business, University College Dublin, Carysfort Ave., Blackrock, Co. Dublin, Ireland [Field not mapped to EPrints] AD - ESADE School of Business, Ramon Llull University, Avda. de Pedralbes, 60-62, Barcelona, Spain [Field not mapped to EPrints] AD - School of Business and Economics, Universidad del Desarrollo, Av. Plaza 680, Las Condes, Santiago, Chile [Field not mapped to EPrints] DB - Scopus [Field not mapped to EPrints]
Uncontrolled keywords: Customer relationship, Operational performance, Organizational performance, Supplier partnership, Technological turbulence, Manufacture, Mergers and acquisitions, Public relations, Sales, Supply chains, Customer relationships, Operational performance, Organizational performance, Supplier partnership, Technological turbulences, Turbulence
Subjects: H Social Sciences > HF Commerce > HF5351 Business
Divisions: Faculties > Social Sciences > Kent Business School
Depositing User: Wantao Yu
Date Deposited: 09 Sep 2015 11:08 UTC
Last Modified: 02 Mar 2017 18:32 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/50424 (The current URI for this page, for reference purposes)
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