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This paper contributes to, and links the areas of quality management and buyer‐supplier relationships. In doing so, we seek to address two broad research questions. To what extent do quality practices impact upon the various dimensions of quality performance, manufacturing performance and, in turn, business performance? To what extent is the relationship between quality practices and quality performance contingent upon the nature of buyer‐supplier relationships? To address these questions, we developed a path model incorporating quality practices, design quality, conformance quality, external quality‐in‐use, product cost, time‐to‐market, customer satisfaction, business performance and buyer‐seller relationships. The model was tested with data collected from 200 suppliers in the electronics sector in the Republic of Ireland. Data analysis of the data indicated considerable support for the conceptual model.

Purpose - This paper explores the concept of agility in the context of supply chains of humanitarian aid (HA) organizations, particularly Non Government Organizations (NGOs). This responds to the increasing pressure on NGOs to use their resources more strategically if they are to gain donor trust and long term commitment. Design/ Methodology/Approach - A literature based approach that extends the commercial supply chain concept of agility to NGOs is combined with the first exploratory semi structured interviews of these concepts with five NGO supply chain directors. Findings – The commercial concept of agility when responding to disaster relief holds strong potential for increasing efficiency and effectiveness, but this application is restrained by the absence of supporting Information Technology (IT) and the relegation of supply chain management (SCM) to the 'back office' by NGOs. This has potential implications for NGOs and other humanitarian aid agencies. Research Limitations - This paper represents an exploratory study, and an extended pool of interviewees would reinforce the qualitative findings. Planned future research will address this issue. Practical Implications - Practical guidance on how NGOs can proactively manage their organization's ability to respond with agility in a highly pressured environment is provided. Originality - This paper is the first to offer practical guidance to managers of NGOs on strategies available to improve their organization's flexibility and agility, based on theoretical concepts and initial exploratory data. In addition, evidence of how commercial tools apply in a different arena may prompt commercial managers to be more innovative in utilizing and customizing supply chain principles to their particular context of operation. Keywords – Supply Chain Management, Agility, Leagility, NGO Paper type – Research Paper

PurposeThe purpose of this paper is to investigate how the dynamics of supply chain (SC) relationships impact on manufacturing performance.Design/methodology/approachA conceptual framework was developed incorporating dimensions of SC relationship dynamics and manufacturing performance. Structural equation modelling was used to test the model with data collected using a postal questionnaire from 200 suppliers in the electronics sector in the Republic of Ireland.FindingsThere was mixed support for the impact of SC relationship dynamics on manufacturing performance. Hypotheses in respect of cost and quality were supported but those in respect of flexibility and delivery were not.Research limitations/implicationsUsing single informants and focal customers in research design.Practical implicationsThe process of forming and developing SC relationships can be complex and requires firms to be competent in areas such as negotiation skills, conflict management, anticipating problems/finding solutions in advance and joint problem solving. The selection of such managers should be driven by the need to find individuals who possess supply chain management skills and relational competencies.Originality/valueThe nature of the relationship between measures of manufacturing performance has been addressed by two dominant theories: the cumulative or "sandcone" theory and the "trade‐off" theory. Findings provide only partial support for this theory with respect to quality and cost. In contrast, the model is more aligned with the Skinner's (1969) "trade‐off" theory.

Purpose– The purpose of this paper is to assess the influence of cultural collectivism on the efficacy of lean practices. Furthermore, this study assesses whether or not potential cultural disadvantages related to the level of individualism at the national level can be compensated for at the organisational culture level.Design/methodology/approach– Hofstede's cultural dimension of individualism is used to test whether practicing a collectivistic culture at the organisational level can fully compensate for the potential disadvantages of being geographically situated in an individualistic culture when practicing lean manufacturing.Findings– Results suggest that cultural collectivism at the national and organisational level have a significant impact on the efficacy of lean practices. Furthermore, the negative impact of being situated in an individualistic country cannot be fully compensated for through practicing a collectivistic organisational culture when practicing lean.Originality/value– This study represents a comprehensive attempt to simultaneously assess the collectivism cultural components of lean practices at the national as well as at the organisational level.

PurposeThe internet and web‐based technologies have enabled the integration of information systems across organisational boundaries in ways that were hitherto impossible. The measurement of e‐business (EB) value has been traditionally considered as a single construct. However, the desire to develop a comprehensive understanding of the impact of EB applications from a theoretical perspective has resulted in the modelling of multiple EB constructs. The impact of EB enabled collaboration on operational performance was also investigated. The purpose of this paper is to explore the enabling role of multiple dimensions of EB investigating if all EB applications impact directly and positively on supply chain collaboration.Design/methodology/approachA web‐based survey was carried out to collect data within the German automotive industry. Structural equation modelling was conducted to test the measurement and structural model.FindingsThe results provide justification for the modelling of EB in multiple dimensions. Furthermore, some EB applications impacted positively on supply chain collaboration whilst some did not. The results also proved that EB enabled collaboration impacted directly and positively on the multiple dimensions of operational performance tested.Practical implicationsEB applications cannot be viewed by practising managers as being universally beneficial in improving collaboration across a buyer‐supplier boundary. However, the results reveal that, by carefully selecting the most appropriate EB applications, operations improvement benefits can be realised across a range of operational metrics due to enhanced supply chain collaboration.Originality/valueThe deconstruction of EB into multiple constructs will enable the measurement of EB value to be more accurately assessed. Furthermore, the direct impact of EB‐enabled collaboration to facilitate interaction and integration and its impact on operational performance adds to the body of knowledge within the larger research field of supply chain collaboration.

PurposeThe purpose of this paper is to explore the concept of agility in the context of supply chains of humanitarian aid (HA) organizations, particularly non‐government organizations (NGOs). This responds to the increasing pressure on NGOs to use their resources more strategically if they are to gain donor trust and long‐term commitment.Design/methodology/approachA literature‐based approach that extends the commercial supply chain concept of agility to NGOs is combined with the first exploratory semi‐structured interviews of these concepts with five NGO supply chain directors.FindingsThe commercial concept of agility when responding to disaster relief holds strong potential for increasing efficiency and effectiveness, but this application is restrained by the absence of supporting information technology (IT) and the relegation of supply chain management (SCM) to the "back office" by NGOs. This has potential implications for NGOs and other HA agencies.Research limitations/implicationsThis paper represents an exploratory study, and an extended pool of interviewees would reinforce the qualitative findings. Planned future research will address this issue.Practical implicationsPractical guidance on how NGOs can proactively manage their organization's ability to respond with agility in a highly pressured environment is provided.Originality/valueThis paper is the first to offer practical guidance to managers of NGOs on strategies available to improve their organization's flexibility and agility, based on theoretical concepts and initial exploratory data. In addition, evidence of how commercial tools apply in a different arena may prompt commercial managers to be more innovative in utilizing and customizing supply chain principles to their particular context of operation.

PurposeThis article proposes examining how small to medium‐sized organisations (SMEs) are responding to the challenge of harnessing enterprise resource planning (ERP) and internet technologies to enhance performance and improve competitiveness and aims to identify the barriers preventing organisations from harnessing these technologies.Design/methodology/approachA case‐based research strategy was chosen. Four leading SMEs were interviewed to determine their approach to extended ERP and the barriers encountered. The primary data collection was based on structured in‐depth interviews with key respondents who were involved in the implementation of extended ERP and closely involved in day‐to‐day operations.FindingsWhile each of the SMEs had already taken some steps to extended ERP, they adopted a cautious approach to the future. In short, SMEs considering extended ERP should determine the impact on all organisations before proceeding and should also apply the lessons learned from their initial ERP implementation.Research limitations/implicationsSingle company case studies could be used to uncover some of the causal mechanisms behind the processes observed. Within‐sector case studies could be used to highlight the issues faced by particular sectors. Cross‐sector case studies could be used to validate the article's conclusions as well as to elucidate differences among sectors.Practical implicationsManagers of SMEs embarking on extended ERP should consider the following challenges: business processes, whether internal or external, must be examined and redesigned as necessary to take advantage of the new technology; an effective change management and communications programme must be run; the lessons learned from the original ERP implementation should be revisited and mistakes made in the past avoided; and a strong business case needs to be developed, with clear objectives and critical success factors.Originality/valueWhile the internet has facilitated a shift towards dynamic communication and improved integration, the complexity of integrating electronic supply chain management, e‐procurement and customer relationship management poses an enormous challenge for organisations. This research study indicates that there are multiple ways in which extended ERP can be achieved to add value to SMEs but it is not simply a matter of adding a new application.

PurposePrior research has shown that operational intellectual capital (OIC) and investments in lean practices (ILP) lead to better operational performance. However, there have been no empirical studies on the synergetic effects between OIC components and ILP. More specifically, the question – can the efficacy of ILP be increased through OIC? – has not been studied. Accordingly, the purpose of this paper is to report the empirical results of potential synergetic effects between OIC, as a knowledge-based resource, and ILP.Design/methodology/approachThe empirical data used for this study were drawn from the fifth round of the Global Manufacturing Research Group survey project (with data collected from 528 manufacturing plants). The hypotheses are empirically tested using three ordinary least square (OLS) models.FindingsThe authors' findings highlight the importance of leveraging a system of complementary knowledge-based resources (OIC dimensions) and addresses the need for the reformulation of lean theory in terms of the emergent knowledge-based view of the firm. The results facilitate greater understanding of the complex relationship between ILP and operational performance. Building on the contribution of Menoret al.(2007), the authors argue that OIC represents a strategic knowledge-based resource that is valuable, hard to imitate or substitute and, when leveraged effectively, generates superior operational and competitive advantage.Practical implicationsFrom a managerial standpoint, this study provides guidelines for managers on how to leverage OIC to enhance the efficacy of ILP. The authors argue that firms consider investing in OIC to increase the return from ILP, which, in turn, will enhance their operational performance and provide competitive advantage. The authors findings provide strong evidence of the importance of human, social and structural capital to enhance the efficacy of ILP.Originality/valueThis is the first research paper that extends the application of the intellectual capital theory in lean literature, and argues that the OIC contributes to the efficacy of ILP. The analysis facilitates greater understanding of the complex relationship between OIC dimensions, ILP and operational performance.

PurposeThe purpose of this research is to examine the effect of internal lean practices on multiple operational performance dimensions, and assess the contingency perspective of these relationships with respect to industry clockspeed.Design/methodology/approachThe study is based on empirical data gathered from 228 manufacturing companies in the Republic of Ireland. The relationships between the constructs are analyzed through regression analysis.FindingsThe results indicate that the relationships between internal lean practices and quality, delivery, flexibility and cost were found to be positive and significant. Further, industry clockspeed was found to moderate the relationship between internal lean practices and quality, delivery and flexibility, but not cost.Practical implicationsWhile internal lean practices can improve operational performance, managers should be aware that internal lean practices are not universally applicable, and the rate of change within an industry should be considered at the time of implementing lean principles.Originality/valueMuch of the lean literature tends to be biased towards its effectiveness. However, empirical evidence shows that not all lean implementation have led to positive results, which has been attributed to the general complexity in the relationship between internal lean practices and performance. We propose to investigate further this relationship by disaggregating operational performance into four of its dimensions, namely quality, delivery, flexibility and cost, and by investigating the possible contingency effect of industry clockspeed.

PurposeThe purpose of this paper is to empirically investigate the impact of complexity on the triple bottom line by applying information-processing theory. Specifically, the paper assesses the impact of internal manufacturing complexity on environmental, social, and financial performance. Furthermore, the paper assesses the moderating role of connectivity and shared schema in reducing the potential negative impact of complexity on performance.Design/methodology/approachMulti-country survey data collected through the Global Manufacturing Research Group were utilized to test the hypotheses. The authors used structural equation modeling to test the measurement and initial structural model. Furthermore, to test the proposed moderating hypotheses, the authors applied the latent moderated structural equations approach.FindingsThe results indicate that while complexity has a negative impact on environmental and social performance, it does not significantly affect financial performance. Furthermore, this negative impact can be reduced, to some extent, through connectivity; however, shared schema does not significantly impact on the complexity-performance relationship.Originality/valueThis study presents a comprehensive analysis of the impact of complexity on sustainability. Furthermore, it provides managerial applications as it proposes specific tools to deal with the potential negative influences of complexity.

PurposeThe purpose of this study is to assess how differences in national culture influence the impact of investments in manufacturing practices on operational performance. The paper addresses the following research question: does national culture affect the efficacy of investments in manufacturing practices?Design/methodology/approachHofstede's model of national culture is used to test whether there are operational performance differences when organisations in different cultural contexts invest in identical manufacturing practices. The research question is explored and answered by assessing the moderating role of national culture using ordinary least square analysis.FindingsThe results suggest that some dimensions of national culture significantly moderate the impact of investments in manufacturing practices on manufacturing performance.Originality/valueThis study represents a comprehensive attempt to explain differences in the impact of manufacturing practices investments on operational performance improvements in terms of cultural differences.