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Purpose - This research examines the relationship between organizational ambidexterity, the ability of companies to explore new and to exploit existing processes simultaneously, and manufacturing performance as represented by the sand cone model. Moreover, the paper analyses the impact of stable and dynamic environments on this relationship. Design/methodology/approach – A set of research questions are tested using structural equation modelling (SEM) on a sample of 231 Spanish manufacturing companies. Findings - Results illustrate a significant relationship between ambidexterity as the basis and enabler for manufacturing performance improvements, building on the sand cone model and its dimensions of quality, delivery, cost, and flexibility. This relationship is further emphasized when companies work in a dynamic environment. Practical implications – The study contributes to practice by investigating the important and yet under-explored relationships of ambidexterity, the sand cone model, performance, and a company's wider market environment. Findings suggest a positive relationship between the sand cone model and ambidexterity capability. Originality/value - This study adds to the limited theoretical and empirical understanding of the relationships between ambidexterity, the sand cone model, environmental dynamism, and performance. It also contributes through a set of empirical data derived from Spanish manufacturing companies. ; This work has been developed with funding by and collaboration with the Ministry of Science and Innovation and the European Union. Project I+D ECO2010-15885 and ECO2013-47027-P, and Junta de Andalucía P11-SEJ-7294 and European Union (Fondos FEDER).

PurposeThe purpose of this paper is to examine the relationship between organizational ambidexterity, the ability of companies to explore new and to exploit existing processes simultaneously, and manufacturing performance as represented by the sand cone model. Moreover, the paper analyses the impact of stable and dynamic environments on this relationship.Design/methodology/approachA set of research questions are tested using structural equation modeling on a sample of 231 Spanish manufacturing companies.FindingsResults illustrate a significant relationship between ambidexterity as the basis and enabler for manufacturing performance improvements, building on the sand cone model and its dimensions of quality, delivery, cost, and flexibility. This relationship is further emphasized when companies work in a dynamic environment.Practical implicationsThe study contributes to practice by investigating the important and yet under-explored relationships of ambidexterity, the sand cone model, performance, and a company's wider market environment. Findings suggest a positive relationship between the sand cone model and ambidexterity capability.Originality/valueThis study adds to the limited theoretical and empirical understanding of the relationships between ambidexterity, the sand cone model, environmental dynamism, and performance. It also contributes through a set of empirical data derived from Spanish manufacturing companies.

Although the operative benefits of Six Sigma methodology in the business world are well accepted, the long-term benefits of the initiative are currently under discussion. This paper aims to analyze how Six Sigma methodology is related to the knowledge transfer process, a source of competitive advantage. For this purpose, we observe how team management in Six Sigma firms differs statistically from team management proposed by other quality management initiatives, and how Six Sigma team management is related to the knowledge integration and knowledge transfer processes. An ANOVA analysis and Partial Least Squares (PLS) approach were used to analyze data from 53 European Six Sigma firms, confirming the hypotheses developed. The results confirm that Six Sigma methodology offers new possibilities to companies and that implementation of Six Sigma has a positive effect on variables that influence long-term organizational performance, such as knowledge management. Relevant academic contributions and implications for practitioners are included. ; This work was supported by the Spanish Ministry of Science and Innovation (Projects ECO2010-15885; ECO2013-47027P), Junta de Andalucia (P11-SEJ-7294) and the European Union (European Regional Development Funds).

"This is an Accepted Manuscript of an article published by Taylor & Francis in Total Quality Management and Business Excellence on 20 Apr 2015, available online: http://wwww.tandfonline.com/10.1080/14783363.2015.1032237". ; Although the operative benefits of Six Sigma methodology in the business world are well accepted, the long-term benefits of the initiative are currently under discussion. This paper aims to analyze how Six Sigma methodology is related to the knowledge transfer process, a source of competitive advantage. For this purpose, we observe how team management in Six Sigma firms differs statistically from team management proposed by other quality management initiatives, and how Six Sigma team management is related to the knowledge integration and knowledge transfer processes. An ANOVA analysis and Partial Least Squares (PLS) approach were used to analyze data from 53 European Six Sigma firms, confirming the hypotheses developed. The results confirm that Six Sigma methodology offers new possibilities to companies and that implementation of Six Sigma has a positive effect on variables that influence long-term organizational performance, such as knowledge management. Relevant academic contributions and implications for practitioners are included. ; This work was supported by the Spanish Ministry of Science and Innovation (Projects ECO2010-15885; ECO2013-47027P), Junta de Andalucia (P11-SEJ-7294) and the European Union (European Regional Development Funds).

The markets in which organizations currently operate require them to use behaviour based on both exploitation strategy and exploration strategy, each of which contributes fundamental benefits for the firm's success. Exploitation strategy attempts to obtain the maximum advantage from existing abilities, whereas exploration strategy searches for new ways for the organization to adapt. Further, since manufacturing markets are characterized by short product life, they require a high level of manufacturing flexibility, which can play a crucial role in the development of the exploitation and exploration strategies. This study analyses the relationship of manufacturing flexibility to exploitation and exploration strategies, taking into account an issue of maximum international scope: the implementation of ISO standards. In many international markets, ISO implementation is crucial in enabling organizations to be competitive. However, no consensus has been reached concerning the real benefits that these systems provide to the organizations that implement them. The main goal of our study is to analyse whether there are significant differences in the relationship of manufacturing flexibility to exploitation and exploration strategies in ISO 9001:2000 certified organizations and non-certified organizations. Our results show that most of the relationships analysed are only significant in ISO certified organizations. As an added value, the study analyses the relationship of exploitation and exploration strategies to organizational learning orientation and finds this relationship to be significant in all cases. ; This work has been developed with funding and collaboration of the Ministry of Science and Innovation and the European Union. Project I+D ECO2010-15885.

The markets in which organizations currently operate require them to use behaviour based on both exploitation strategy and exploration strategy, each of which contributes fundamental benefits for the firm's success. Exploitation strategy attempts to obtain the maximum advantage from existing abilities, whereas exploration strategy searches for new ways for the organization to adapt. Further, since manufacturing markets are characterized by short product life, they require a high level of manufacturing flexibility, which can play a crucial role in the development of the exploitation and exploration strategies. This study analyses the relationship of manufacturing flexibility to exploitation and exploration strategies, taking into account an issue of maximum international scope: the implementation of ISO standards. In many international markets, ISO implementation is crucial in enabling organizations to be competitive. However, no consensus has been reached concerning the real benefits that these systems provide to the organizations that implement them. The main goal of our study is to analyse whether there are significant differences in the relationship of manufacturing flexibility to exploitation and exploration strategies in ISO 9001:2000 certified organizations and non-certified organizations. Our results show that most of the relationships analysed are only significant in ISO certified organizations. As an added value, the study analyses the relationship of exploitation and exploration strategies to organizational learning orientation and finds this relationship to be significant in all cases. ; This work has been developed with funding and collaboration of the Ministry of Science and Innovation and the European Union. Project I+D ECO2010-15885.

Purpose– The purpose of this paper is to analyze whether the influence of manufacturing flexibility on firms' exploration/exploitation differs between firms that possess Certified Quality Management Systems (CQMS) and firms that do not.Design/methodology/approach– The authors analyze a sample of 231 Spanish manufacturing firms, 131 of which had received some form of Quality Certification. The data were collected through a structured telephone questionnaire addressed to company CEOs. The relationships are modelled using regression equations, including interaction terms, in order to test for the existence of a moderating effect.Findings– The results show that certified companies exploit their own abilities, whereas uncertified firms tend to explore new knowledge. The authors also justify the importance of manufacturing flexibility for both options, exploration and exploitation.Research limitations/implications– The limitations of this research include the fact that the authors study a variety of forms of certification, not only ISO, and the fact that all companies belong to the same country.Practical implications– This study contributes to developing empirical knowledge of the benefits of CQMS in the firm.Originality/value– The paper develops a new model to improve manufacturing flexibility and Quality Management.