Yinan, Qi1, Mincong Tang*2 and Min Zhang3
1 School of Business, University of International Business and Economics, Beijing, PR. China.
2 International Center for Informatics Research, Beijing Jiaotong University, Beijing, PR. China. *mincong@bjtu.edu.cn
3 Norwich Business School University of East Anglia, Norwich Research Park, Norwich, NR4 7TJ, UK.
ABSTRACT
]]> Based on the information processing theory, this study proposes that organizational flatness is an antecedence to the mass customization capability and the supply chain planning and corporation coordination mediates the relationship between organizational flatness and mass customization capability. Data from plants located in multiple countries across three different industry groups is analyzed to test the research hypotheses. The results show that the effect of organizational flatness on MCC is mediated by the coordination practices. It is the supply chain planning and corporate coordination that directly improve the MCC. Our results emphasize the importance of centralized management of value chain decisions and sharing of knowledge for MCC.
DESCARGAR ARTÍCULO EN FORMATO PDF
References
[1] X. Huang, M.M. Kristal, and R.G., Schroeder, 2008, "Linking learning and effective process implementation to mass customization capabilities", Journal of Operations Management, Vol.26, pp. 714-729. [ Links ]
[2] G. Liu, R. Shah, and R.G. Schroeder, 2006, "Linking work design to mass customization: A sociotechnical systems perspective", Decision Sciences, 37 (4), pp. 519-545. [ Links ]
[3] G. Lo Nigro, M. Bruccoleri, and G. Perrone, 2006, "Negotiation in distributed production planning environment", International Journal of Production Research, 44(18): 3743-3758. [ Links ]
[4] F. Galasso, C. Merce, and B. Grabot, 2009, "Decision support framework for supply chain planning with flexible demand", International Journal of Production Research, 47(2):455-478. [ Links ]
[5] R. Germain, C. Claycomb, and C. Droge, 2008, "Supply chain variability, organizational structure, and performance: The moderating effect of demand unpredictability", Journal of operations management, 26:557-570. [ Links ]
[6] X.A. Koufteros, and M.A. Vonderrmbse, 1998, "The impact of organizational structure on the level of JIT attainment: Towards theory development", International Journal of Production Research, 36(10):2863-2878. [ Links ]
[7] A.Y. Nahm, M.A. Vonderembse, and X.A. Koufteros, 2003, "The impact of organizational structure on time-based manufacturing and plant performance", Journal of Operations Management, 21:281-306. [ Links ]
[8] J.R. Galbraith, 2000, "Designing the global corporation", Jossey-Bass, San Francisco. [ Links ]
[9] S. Vickery, C. Droge, and R. Germain, 1999, "The relationship between product customization and organizational structure", Journal of Operations Management, 17, pp. 377-391. [ Links ]
[10] Q. Tu, M.A. Vonderembse, and T.S. Ragu-Nathan, 2001, "The impact of time-based manufacturing practices on mass customization and value to customer", Journal of Operations Management, 19, pp. 201-217. [ Links ]
[11] Q. Tu, M.A. Vonderembse, T.S. Ragu-Nathan, and B. Ragu-Nathan, 2004, "Measuring modularity-based manufacturing practices and their impact on mass customization capability: A customer-driven perspective", Decision Science, 35(2), pp. 147-168. [ Links ]
[12] E. Feitzinger, and H.L. Lee, 1997, "Mass customization at Hewlett-Packard: The power of postponement", Harvard Business Review, Jan-Feb, 1997, pp. 116-121. [ Links ]
[13] M. Rungtusanatham, and F. Salvador, 2008, "From mass production to mass customization: Hindrance factors, structural inertia, and transition hazard", Production and Operations Management, Vol. 17, No. 3, pp. 385-396. [ Links ]
[14] T. Bautista, E. López Ortega, J. Zubieta and S. Macías, 2010, "A model to design effective Production Improvement Programs", Journal of Applied Research and Technology, 8(1), pp. 72-86. [ Links ]
[15] G. Da Silverira, D. Borenstein, and F.S. Fogliatto, 2001, "Mass customization: Literature review and research directions", International Journal of Production Economics, 72, pp.1-13. [ Links ]
[16] J.M. Tien, A. Krishnamurthy, and A. Yasar, 2004, "Towards real-time customized management of supply and demand chains", Journal of Systems Science and Systems Engineering, 13(3), pp. 257-278. [ Links ]
[17] B.B. Flynn, S. Sakakibara, R.G. Schroeder, Bates, K.A. and Flynn, E.J., 1990, "Empirical research methods in operations management", Journal of Operations Management, 9(2), 250-284. [ Links ]
[18] R.G. Schroeder and B. Flynn, 2001, High performance manufacturing: Global perspective, John Wiley & Sons, New York. [ Links ]
[19] L. Hu and P.M. Bentler, 1999, Cutoff criteria for fit indices in covariance structure analysis: Conventional criteria versus new alternatives, Structural Equation modeling, 6 (1), pp. 1-55. [ Links ]
[20] C. Fornell and D.F. Larcker, 1981, "Evaluating structural equation models with unobservable variables and measurement error", Journal of Marketing Research, 18(1), pp. 29-50. [ Links ]
[21] S. Kotha, 1995, "Mass Customization: Implementing the Emerging Paradigm for Competitive Advantage", Strategic Management Journal, 16, pp 21-42. [ Links ]
[22] A.C. Inkpen and E.W.K. Tsang, 2005, "Social capital, networks, and knowledge transfer", The Academy of Management Review, 30 (1), pp. 146-165. [ Links ]
[23] C. Campos and S. Ramírez, 2013, "Dynamic Self-Assessment of Supply Chains Performance: an Emerging Market Approach", Journal of Applied Research and Technology, 11(3), pp. 338-347. [ Links ]
[24] P.R. Dean, Y.L. Tu, and D. Xue, 2009, "An information system for one-of-a-kind production", International Journal of Production Research, 47(4):1071-1087. [ Links ]
]]>