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Engineering Management Journal ( IF 2.5 ) Pub Date : 2019-01-02 , DOI: 10.1080/10429247.2019.1582255 Heather Nachtmann , Edward Pohl
Engineering Management Journal ( IF 2.5 ) Pub Date : 2019-01-02 , DOI: 10.1080/10429247.2019.1582255 Heather Nachtmann , Edward Pohl
Engineering managers are constantly seeking ways to reduce uncertainty, spur innovation, and facilitate more effective communication and collaboration to aid in the efficient and effective management of complex systems and processes. This issue contains six articles, several of which explore the impacts of innovation, collaboration, and ambiguity in engineering organizations as well as others that explore applications of additive manufacturing, and offsite manufacturing in the construction industry. We would like to thank our peer reviewers for their invested time and expertise as well as managing editors Jennifer Cross and Brian Smith and associate editors Mazur, Philbin, Long, Searcy, and Nepal for their contributions to this issue. Our issue begins with an article entitled “Ambiguity Aversion in Engineers” by Brown and Utley. Their article benefits engineering managers by providing insights, based on a comprehensive survey, on how engineers view ambiguity in their decision-making process. Their research findings demonstrate that engineers do exhibit ambiguity aversion at a greater level than the general population. These findings may have significant implications for engineering managers and engineering practitioners. The authors conclude their study with some discussion on additional research areas that warrant further investigation as a result of their findings. The second article in this issue “Holacratic Engineering Management and Innovation” by Savage, Franz, and Wasek addresses the use of holacracy for new products. Holacracy is a self-managed and self-engineered organizational structure that allows each individual to create and develop ideas without being restricted by formal established processes. Using a softs systems methodology, the authors utilize multiple linear regressions to assess 18 software companies that design, develop, and deliver software. Their analysis shows that companies that embrace the holacratic process significantly improve their innovation performance. The authors conclude with several suggestions for additional research opportunities associated with using the Holacratic Engineering Management approach. Our third paper is an Applied Engineering Management article entitled “A Conceptual Framework for Increasing Innovation through Improved Selection of Specialized Professionals” by Jeffcoat, Eveleigh, and Tanju, which seeks to help engineering managers in product development and manufacturing understand how to identify, prioritize, and integrate the opinions and ideas of subject matter experts into their product designs and process improvement activities. Their study bridges the gap between traditional business management and core engineering management in terms of providing guidance and improvement in the way engineering managers deal with new product development design and manufacture. The authors utilize a real-world engineering problem to demonstrate the value of using specialized professionals to increase the quality of the concepts generated as well as improved preparation for future product development stages at reduced costs. Durdyev and Ismail, in their article “OffsiteManufacturing in the Construction Industry for Productivity Improvement,” explore the use of offsite manufacturing as a means to improve construction productivity. The authors conduct a comprehensive survey of 75 Cambodian construction practitioners focused on the use of offsite manufacturing. Their research identified six broad categories of constraints that inhibit the adoption of offsite manufacturing for the construction industry. The main contribution of this work is the synthesis of state-of-the-art international knowledge in offsite manufacturing practices, especially suitable for developing countries, and provides engineering managers in the construction sector with ways to improve their productivity by implementing offsite manufacturing. Ho, Kumar, and Shiwakoti in their article, “A Literature Review of Supply Chain Collaboration Mechanisms and Their Impact on Performance,” the authors provide a comprehensive review on how well the mechanisms of supply chain collaboration impact performance. The authors review over hundred articles published in this area that appeared during the years 2000-2017. Based on their review of the literature, the authors develop a supply chain collaboration maturity model. Engineering managers can use the maturity model to develop a roadmap for effectively managing their supply chain collaboration processes. Additionally, the authors identified weakness in current collaboration practices in industry and identified the need for environmental sustainability as a necessary component of an engineering managers supply chain strategy. Our sixth and final article in this issue is “An Additive Manufacturing Spare Parts Inventory Model for an Aviation Use Case,” co-authored by Togwe, Eveleigh, and Tanju. In this article, the authors investigate the use of additive manufacturing for spare parts in the aviation industry and provide an approach to integrate additive manufacturing into the spare parts inventory mix. A detailed case study is used to demonstrate that using up to 35% of additive manufactured parts for the spare parts inventory improves the system replenishment lead time by 35%. The study’s results suggest that additive manufacturing can be used to help mitigate challenges associated with spare parts management. The Engineering Management Journal publishes rigorous and relevant research and applications that add value not only to the academic community but also to the engineering management practitioner community. We invite articles from both academics and practitioners and welcome all types of research methodologies that address the engineering management domain areas. For questions or inquiries, please contact us at: epohl@uark.edu and hln@uark.edu.
更新日期：2019-01-02
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