Journal of Manufacturing Technology Management ( IF 7.6 ) Pub Date : 2021-03-09 , DOI: 10.1108/jmtm-07-2020-0276 Mile Katic , Dilek Cetindamar , Renu Agarwal
Purpose
Whilst capabilities in exploiting existing assets and simultaneously exploring new opportunities have proven essential in today's organisations, an understanding of how these so-called ambidextrous capabilities are deployed remains elusive. Thus, the authors aim to investigate the role of better management practices (BMP), as organisational routines, in deploying ambidextrous capabilities in practice.
Design/methodology/approach
High-variety, low-volume (HVLV) manufacturers are adopted as exemplar ambidextrous organisations. A conceptual model was developed where BMP, including human resource management (HRM) and production planning and control (PPC), are considered as mediators in the relationship between ambidextrous capabilities and organisational performance outcomes. Partial least squares structural equation modelling was adopted to analyse the results of a survey undertaken by Australian HVLV manufacturers.
Findings
The results suggest that merely holding ambidextrous capabilities is not enough – demonstrating a fully mediating role of BMP between ambidextrous capabilities and HVLV manufacturer performance outcomes. However, the individual effects of PPC and HRM prove varied in their unique impact on HVLV manufacturer performance.
Practical implications
This study also provides a rare account of how HVLV manufacturers can leverage their inherently ambidextrous design towards greater organisational performance and highlights critical considerations in the selection of organisational capabilities.
Originality/value
By exemplifying the explanatory power of BMP in ambidextrous capability deployment, this study moves beyond the more prevalent stance on the links between BMP and ambidextrous capabilities as that of capability building through management practices, to one concerning the deployment of the capability itself.
中文翻译:
通过更好的管理实践来部署灵活性:基于多样化,小批量制造的调查
目的
虽然在当今的组织中证明了利用现有资产并同时探索新机会的能力至关重要,但是对于如何部署这些所谓的敏捷能力的了解仍然难以捉摸。因此,作者的目的是调查更好的管理实践(BMP)作为组织例程在实践中运用敏捷能力的作用。
设计/方法/方法
多样化,低产量(HVLV)的制造商被采用为示例性的灵巧组织。开发了一个概念模型,其中包括人力资源管理(HRM)和生产计划与控制(PPC)在内的BMP被认为是歧义能力与组织绩效结果之间关系的中介者。采用了部分最小二乘结构方程模型来分析澳大利亚HVLV制造商进行的一项调查的结果。
发现
结果表明,仅拥有敏捷能力是不够的–证明了BMP在敏捷能力和HVLV制造商性能结果之间的完全中介作用。然而,事实证明,PPC和HRM对HVLV制造商性能的独特影响各不相同。
实际影响
这项研究还很少说明HVLV制造商如何利用其固有的灵活性设计来提高组织绩效,并强调了在选择组织能力时的关键考虑因素。
创意/价值
通过举例说明BMP在敏捷能力部署中的解释力,本研究超越了BMP与歧义能力之间的联系(通过管理实践建立能力)这一更为普遍的立场,而涉及到能力本身的部署。