Contingency factors and complementary effects of adopting advanced manufacturing tools and managerial practices: Effects on organizational measurement systems and firms' performance
暂无分享,去创建一个
[1] Kristel Miller,et al. Towards a contingency theory perspective of quality management in enabling strategic alignment , 2016, International Journal of Production Economics.
[2] Cyril R. H. Foropon,et al. When titans meet – Can industry 4.0 revolutionise the environmentally-sustainable manufacturing wave? The role of critical success factors , 2018, Technological Forecasting and Social Change.
[3] Angappa Gunasekaran,et al. Examining top management commitment to TQM diffusion using institutional and upper echelon theories , 2018, Int. J. Prod. Res..
[4] Y. Liao,et al. Innovation Capacity and the Implementation of Eco‐innovation: Toward a Contingency Perspective , 2017 .
[5] Dennis W. Krumwiede,et al. What makes a manufacturing firm effective for service innovation? The role of intangible capital under strategic and environmental conditions , 2017 .
[6] Benjamin T. Hazen,et al. Examining the effect of external pressures and organizational culture on shaping performance measurement systems (PMS) for sustainability benchmarking: Some empirical findings , 2017 .
[7] M. Granlund,et al. Investigating highly established research paradigms: Reviving contextuality in contingency theory based management accounting research , 2017 .
[8] Andrew Y. C. Nee,et al. Advanced manufacturing systems: socialization characteristics and trends , 2015, Journal of Intelligent Manufacturing.
[9] Mikko Ketokivi,et al. Addressing the endogeneity dilemma in operations management research: Theoretical, empirical, and pragmatic considerations , 2017 .
[10] Dara G. Schniederjans. Adoption of 3D-printing technologies in manufacturing: A survey analysis , 2017 .
[11] Hing Kai Chan,et al. The moderating effect of environmental dynamism on green product innovation and performance , 2016 .
[12] David Otley,et al. The contingency theory of management accounting and control: 1980–2014 , 2016 .
[13] Ziliang Deng,et al. Assessing endogeneity issues in international marketing research , 2016 .
[14] Edward W. N. Bernroider,et al. The performance of contingencies of supply chain information integration: The roles of product and market complexity , 2015 .
[15] G. Akinola,et al. Strategic Management and Firm Performance: A Study of Selected Manufacturing Companies in Nigeria , 2015 .
[16] T. Cheng,et al. The unique and complementary effects of manufacturing technologies and lean practices on manufacturing operational performance , 2014 .
[17] Constantin Blome,et al. Ambidextrous Governance in Supply Chains: The Impact on Innovation and Cost Performance , 2013 .
[18] K. Lai,et al. Institutional-based antecedents and performance outcomes of internal and external green supply chain management practices , 2013 .
[19] Marko Sarstedt,et al. Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research , 2014 .
[20] Hao Tan,et al. Determinants of quality management practices: An empirical study of New Zealand manufacturing firms , 2013 .
[21] Scott B. MacKenzie,et al. Common Method Bias in Marketing: Causes, Mechanisms, and Procedural Remedies , 2012 .
[22] Ruggero Golini,et al. Managing inventories in global sourcing contexts: A contingency perspective , 2015 .
[23] Angappa Gunasekaran,et al. The future of operations management: An outlook and analysis , 2011 .
[24] K. Lai,et al. An Organizational Theoretic Review of Green Supply Chain Management Literature , 2011 .
[25] Jie Yang. The knowledge management strategy and its effect on firm performance: A contingency analysis , 2010 .
[26] Nathan S. Hartman,et al. Method Variance and Marker Variables: A Review and Comprehensive CFA Marker Technique , 2010 .
[27] Barbara B. Flynn,et al. The impact of supply chain integration on performance: A contingency and configuration approach , 2010 .
[28] A. Richter,et al. The Whole Is More Than the Sum of Its Parts— Or Is It? A Review of the Empirical Literature on Complementarities in Organizations , 2010 .
[29] Christopher A. Voss,et al. Contingency research in operations management practices , 2008 .
[30] Qing Hu,et al. Implications of the fit between organizational structure and ERP: A structural contingency theory perspective , 2008, Int. J. Inf. Manag..
[31] Joseph G. Davis,et al. Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach , 2008 .
[32] M. Abdel-Kader,et al. The Impact of Firm Characteristics on Management Accounting Practices: A UK-Based Empirical Analysis , 2008 .
[33] G. Hult,et al. Bridging organization theory and supply chain management: The case of best value supply chains , 2007 .
[34] Ismail Sila,et al. Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study , 2007 .
[35] Wati Aris,et al. Activity based management , 2007 .
[36] Maria Laura Parisi,et al. Productivity, innovation and R&D: Micro evidence for Italy , 2006 .
[37] Jean-François Henri. ORGANIZATIONAL CULTURE AND PERFORMANCE MEASUREMENT SYSTEMS , 2006 .
[38] Maurice Gosselin. An empirical study of performance measurement in manufacturing firms , 2005 .
[39] J. González‐Benito,et al. A study of the effect of manufacturing proactivity on business performance , 2005 .
[40] Adam S. Maiga,et al. The association between benchmarking and organizational performance: an empirical investigation , 2004 .
[41] Ahmed Abdel-Maksoud,et al. Manufacturing in the UK: contemporary characteristics and performance indicators , 2004 .
[42] R. Schroeder,et al. Strategic, structural contingency and institutional explanations in the adoption of innovative manufacturing practices , 2004 .
[43] Hongyi Sun,et al. The formalisation of manufacturing strategy and its influence on the relationship between competitive objectives, improvement goals, and action plans , 2003 .
[44] Scott B. MacKenzie,et al. Common method biases in behavioral research: a critical review of the literature and recommended remedies. , 2003, The Journal of applied psychology.
[45] Elisabeth J. Umble,et al. Enterprise resource planning: Implementation procedures and critical success factors , 2003, Eur. J. Oper. Res..
[46] Peter Armstrong. The costs of activity-based management , 2002 .
[47] R. Schroeder,et al. Relationships between implementation of TQM, JIT, and TPM and manufacturing performance , 2001 .
[48] G. S. Dangayach,et al. Manufacturing strategy: Literature review and some issues , 2001 .
[49] Manoj K. Malhotra,et al. Assessing the impact of the manufacturing executive’s role on business performance through strategic alignment , 2001 .
[50] B. Byrne. Structural equation modeling with EQS : basic concepts, applications, and programming , 2000 .
[51] Petra Christmann. Effects of “Best Practices” of Environmental Management on Cost Advantage: The Role of Complementary Assets , 2000 .
[52] M. Badri,et al. Operations Strategy, Environmental Uncertainty and Performance: A Path Analytic Model of Industries in Developing Countries , 2000 .
[53] P. Swamidass,et al. Strategy, advanced manufacturing technology and performance: empirical evidence from U.S. manufacturing firms , 2000 .
[54] Peter Kueng,et al. Process performance measurement system: A tool to support process-based organizations , 2000 .
[55] Thomas M. Smith,et al. The relationship of strategy, fit, productivity, and business performance in a services setting , 1999 .
[56] William H. Glick,et al. Common Methods Bias: Does Common Methods Variance Really Bias Results? , 1998 .
[57] David Dugdale,et al. THROUGHPUT ACCOUNTING: TRANSFORMING PRACTICES? , 1998 .
[58] van der Jd Hans Bij,et al. The design of quality systems: A contingency approach , 1998 .
[59] Rex B. Kline,et al. Principles and Practice of Structural Equation Modeling , 1998 .
[60] Debra M. Amidon,et al. NEW MEASURES OF SUCCESS , 1998 .
[61] D. Larcker,et al. Are nonfinancial measures leading indicators of financial performance? An analysis of customer satisfaction , 1998 .
[62] I. Chen,et al. Determining organizational structure choices in advanced manufacturing technology management , 1997 .
[63] James L. Dodd,et al. Economic Value Added (EVA Super TM): An Empirical Examination of a New Corporate Performance Measure , 1997 .
[64] Sujatha Perera,et al. Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures: A research note , 1997 .
[65] Kim Langfield-Smith,et al. Management control systems and strategy: A critical review☆ , 1997 .
[66] Mark A. Huselid,et al. Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance , 1997 .
[67] Gregory P. White. A survey and taxonomy of strategy‐related performance measures for manufacturing , 1996 .
[68] R. Kaplan,et al. The Balanced Scorecard: Translating Strategy into Action , 1996 .
[69] Richard G. Lomax,et al. A Beginner's Guide to Structural Equation Modeling , 2022 .
[70] Joel M. Stern,et al. THE EVA® FINANCIAL MANAGEMENT SYSTEM , 1995 .
[71] J. Hackman,et al. Total Quality Management: Empirical, Conceptual, and Practical Issues , 1995 .
[72] Andy Neely,et al. Performance measurement system design , 1995 .
[73] C. Drury,et al. New manufacturing technologies and management accounting systems: Some evidence of the perceptions of UK management accounting practitioners , 1994 .
[74] F. Gul,et al. The effects of management accounting systems, perceived environmental uncertainty and decentralization on managerial performance: A test of three-way interaction , 1994 .
[75] R. Kaplan. Activity-based management , 1993 .
[76] L. J. Porter,et al. Total quality management—the critical success factors , 1993 .
[77] Eric Abrahamson. Managerial Fads and Fashions: The Diffusion and Rejection of Innovations , 1991 .
[78] Robin,et al. Profit priorities from activity based costing , 1991 .
[79] W. E. Riggs,et al. Critical Success Factors in Manufacturing Resource Planning Implementation , 1991 .
[80] V. Govindarajan,et al. Strategy, Control Systems, and Resource Sharing: Effects on Business-Unit Performance , 1990 .
[81] R. Cooper,et al. Implementing an Activity-Based Cost System , 1990 .
[82] Eliyahu M. Goldratt,et al. Theory of Constraints , 1990 .
[83] Jeremy F. Dent. Strategy, organization and control: Some possibilities for accounting research☆ , 1990 .
[84] Robert S. Kaplan,et al. Advanced Management Accounting , 1989 .
[85] Robert C. Camp,et al. Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance , 1989 .
[86] David B. Balkin,et al. Toward a contingency theory of compensation strategy , 1987 .
[87] Robert W. Ruekert,et al. The Organization of Marketing Activities: A Contingency Theory of Structure and Performance , 1985 .
[88] Lawrence A. Gordon,et al. Management accounting systems, perceived environmental uncertainty and organization structure: An empirical investigation , 1984 .
[89] C. Fornell,et al. Evaluating structural equation models with unobservable variables and measurement error. , 1981 .
[90] C. C. Snow,et al. Strategy, Distinctive Competence, and Organizational Performance. , 1980 .
[91] D. Otley. The contingency theory of management accounting: Achievement and prognosis , 1980 .
[92] R E Miles,et al. Organizational strategy, structure, and process. , 1978, Academy of management review. Academy of Management.
[93] John H. Waterhouse,et al. A contingency framework for management accounting systems research , 1978 .
[94] R. Duncan. Characteristics of Organizational Environments and Perceived Environmental Uncertainty. , 1972 .
[95] P. Khandwalla. The Effect of Different Types of Competition on the Use of Management Controls , 1972 .