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Internal lean practices and performance: The role of technological turbulence
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“Supply chain relationships positively affect internal LM tools, which, in turn, affect operational performance and organizational performance”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Chavez et al. (2015)
In the citing paper
“Supply chain relationships positively affect internal LM tools, which, in turn, affect operational performance and organizational performance”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Chavez et al. (2015)
In the citing paper
“Supply chain relationships positively affect internal LM tools, which, in turn, affect operational performance and organizational performance”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Chavez et al. (2015)
In the citing paper
“market share, sales, profit margins, cost, labour productivity and lead time (Chavez et al. , 2015)”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Chavez et al., 2015
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Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003) · Journal of Applied Psychology · doi:10.1037/0021-9010.88.5.879 · Cited by 82,194
Structural Equation Modelling: Guidelines for Determining Model Fit
Hooper, D., Coughlan, J., & Mullen, M. R. (2008) · Dublin Institute of Technology · doi:10.21427/d7cf7r · Cited by 8,746
Reliability and Validity Assessment
Carmines, E., & Zeller, R. (1979) · doi:10.4135/9781412985642 · Cited by 5,884
Differentiation and Integration in Complex Organizations
Lawrence, P. R., & Lorsch, J. W. (1967) · Administrative Science Quarterly · doi:10.2307/2391211 · Cited by 3,937 · cited 2×
“A potential explanation for the inconsistency in the results lies in contingency theory (CT), which suggests that no universal set of strategies applies to every business situation (Lawrence and Lorsch, 1967; Ginsberg and Venkatraman, 1985) and that no single strategy is successful in every context.”
BackgroundResultThe impact of internal integration and relationship commitment on external integration
Zhao, X., Huo, B., Selen, W., & Yeung, J. H. Y. (2011) · Journal of Operations Management · doi:10.1016/j.jom.2010.04.004 · Cited by 813
Lean, leaner, too lean? The inventory–performance link revisited
Eroglu, C., & Hofer, C. (2011) · Journal of Operations Management · doi:10.1016/j.jom.2010.05.002 · Cited by 440
The impact of just-in-time manufacturing on firm performance in the US
Huson, M., & Nanda, D. (1995) · Journal of Operations Management · doi:10.1016/0272-6963(95)00011-g · Cited by 261
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“…large number of relative investigations, and one of the main streams is to empirically examine the performance of GSCM, which is supposed to provide companies with constructive guidance for the adoption of specific practices (e.g., Zhu and Sarkis, 2004; Chavez et al., 2015; Govindan et al., 2015).”
BackgroundSajan, M. P., Shalij, P. R., Ramesh, A., & Biju Augustine, P. (2017) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-12-2016-0188 · Cited by 231
Godinho Filho, M., Ganga, G. M. D., & Gunasekaran, A. (2016) · International Journal of Production Research · doi:10.1080/00207543.2016.1201606 · Cited by 182
“Other studies that study the relationship between JIT/lean and performance under different ‘moderate’ factors are: Chavez et al. (2015), Bortolotti, Danese, and Romano (2013), Azadegan et al.”
BackgroundInfluentialGreen or lean? A supply chain approach to sustainable performance
Huo, B., Gu, M., & Wang, Z. (2019) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2019.01.141 · Cited by 193
Investing in lean manufacturing practices: an environmental and operational perspective
Bai, C., Satir, A., & Sarkis, J. (2018) · International Journal of Production Research · doi:10.1080/00207543.2018.1498986 · Cited by 159
“This implies that organisations have extended adoption of LMPs through supply chain collaboration, with the ultimate goal of streamlining the broader life cycle of production processes (Chavez et al. 2015).”
BackgroundShehzad, M. U., Zhang, J., Dost, M., Ahmad, M. S., & Alam, S. (2022) · Journal of Intellectual Capital · doi:10.1108/jic-02-2022-0032 · Cited by 183
Yang, Y., Lee, P. K. C., & Cheng, T. C. E. (2015) · International Journal of Production Economics · doi:10.1016/j.ijpe.2015.08.006 · Cited by 159
Lean product development and lean manufacturing: Testing moderation effects
Marodin, G., Frank, A. G., Tortorella, G. L., & Netland, T. (2018) · International Journal of Production Economics · doi:10.1016/j.ijpe.2018.07.009 · Cited by 139
Data-driven supply chains, manufacturing capability and customer satisfaction
Chavez, R., Yu, W.-T., Jacobs, M., & Feng, M. (2017) · Production Planning & Control · doi:10.1080/09537287.2017.1336788 · Cited by 128
“Some empirical research has focused on the relationship between individual forms of big data, e.g. volume and veracity, and multiple manufacturing capability dimensions (Chavez et al. 2015).”
BackgroundInfluentialSelf-citationOgbeibu, S., Emelifeonwu, J., Pereira, V. E., Oseghale, R. O., Gaskin, J. E., Sivarajah, U., & Gunasekaran, A. (2023) · Business Strategy and the Environment · doi:10.1002/bse.3495 · Cited by 165
“ES implementations may consequently be impaired. et al., 2015; Oosthuizen, 2019; Vrontis et al., 2021).”
BackgroundAntony, J., Psomas, E., Garza-Reyes, J. A., & Hines, P. (2021) · Production Planning & Control · doi:10.1080/09537287.2020.1776410 · Cited by 116
“…Marodin et al. 2017; Thornton et al. 2019; Zahraee 2016 Supply chain Aamer 2018; Abushaikha, Salhieh, and Towers 2018; Bhasin 2011b; Birkie 2016; Chavez et al. 2015; DeSanctis et al. 2018; Dieste, Panizzolo, and Garza-Reyes 2019; Iyer, Srivastava, and Srinivasan 2019; Knol et al. 2018; Kull et…”
BackgroundInfluentialBuer, S.-V., Strandhagen, J. W., Semini, M., & Strandhagen, J. (2020) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-05-2019-0174 · Cited by 113
Partnership-Based Supply Chain Collaboration: Impact on Commitment, Innovation, and Firm Performance
Shin, N., Park, S. H., & Park, S. (2019) · Sustainability · doi:10.3390/su11020449 · Cited by 113
Is lean service promising? A socio-technical perspective
Hadid, W., Mansouri, S. A., & Gallear, D. (2016) · International Journal of Operations & Production Management · doi:10.1108/ijopm-01-2015-0008 · Cited by 126
“While this is the most common method in the literature and widely adopted by similar studies (e.g. Gligor et al., 2015; Chavez et al., 2013), there is some emerging evidence suggesting that senior managers may not always have detailed information on the practices used on a daily basis in their…”
MethodEntrepreneurial orientation of SMEs, total quality management and firm performance
Sahoo, S., & Yadav, S. (2017) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-04-2017-0064 · Cited by 119
Modeling and analysis of FMS performance variables by ISM, SEM and GTMA approach
Jain, V., & Raj, T. (2016) · International Journal of Production Economics · doi:10.1016/j.ijpe.2015.10.024 · Cited by 100
Manufacturing capability and organizational performance: The role of entrepreneurial orientation
Chavez, R., Yu, W.-T., Jacobs, M., & Feng, M. (2017) · International Journal of Production Economics · doi:10.1016/j.ijpe.2016.10.028 · Cited by 95
“…manufacturing capability-performance link and the role of external characteristics of the environment such as the rate of innovation in industries (e.g., Nadkarni and Narayanan, 2007), environmental dynamism (e.g., Terjesen et al., 2011) and technological turbulence (e.g., Chavez et al., 2015a).”
InfluentialSelf-citationEvaluating lean manufacturing barriers: an interpretive process
Zhang, L. L., Narkhede, B. E., & Chaple, A. P. (2017) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-04-2017-0071 · Cited by 120
Research gaps in Lean manufacturing: a systematic literature review
Psomas, E., & Antony, J. (2019) · International Journal of Quality & Reliability Management · doi:10.1108/ijqrm-12-2017-0260 · Cited by 93
Chavez, R., Yu, W.-T., Jajja, M., Song, Y.-T., & Nakara, W. A. (2020) · Production planning & control (Print) · doi:10.1080/09537287.2020.1839139 · Cited by 92
“Operational performance used a four-item scale derived from Chavez et al. (2015), including quality and cost aspects, which are representative dimensions of operational performance.”
BackgroundMethodSelf-citationZhou, C., Xia, W.-L., Feng, T., Jiang, J.-J., & He, Q.-S. (2020) · Sustainable Development · doi:10.1002/sd.2019 · Cited by 91
Xiang, Z., & Xu, M.-L. (2020) · Computers & industrial engineering · doi:10.1016/j.cie.2020.106538 · Cited by 89
Lean management in the context of construction supply chains
Meng, X. (2019) · International Journal of Production Research · doi:10.1080/00207543.2019.1566659 · Cited by 89
“Chavez et al. (2015) completed an Ireland-wide questionnaire survey to link internal lean practices and supply chain partnerships because they believed”
BackgroundInfluentialLean six sigma in the food industry: Construct development and measurement validation
Costa, L. B. M., Filho, M. G., Fredendall, L. D., & Ganga, G. M. D. (2020) · International Journal of Production Economics · doi:10.1016/j.ijpe.2020.107843 · Cited by 106
Maware, C., Okwu, M. O., & Adetunji, O. (2022) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-12-2020-0223 · Cited by 88
Bellisario, A., & Pavlov, A. (2018) · Production Planning & Control · doi:10.1080/09537287.2018.1432909 · Cited by 109
“…view of lean also emphasises the practice of involving customers in separating value-adding and waste-producing activities, thus helping to identify the sources of competitive advantage for the firm (Adamides et al. 2008; Jeffers 2010; Parry, Mills, and Turner 2010; Chavez et al. 2015).”
BackgroundBirkie, S. E., & Trucco, P. (2016) · Production Planning & Control · doi:10.1080/09537287.2015.1127446 · Cited by 86
“Therefore, technological turbulence, which may be crucial for fast moving consumer goods (e.g. Chavez et al. 2015), does not seem relevant for ETO in established capital goods manufacturing.”
BackgroundChávez, R., Yu, W., Jajja, M. S. S., Lecuna, A., & Fynes, B. (2020) · Business Strategy and the Environment · doi:10.1002/bse.2496 · Cited by 90
Self-citationLi, L., Zhu, W., Wei, L., & Yang, S. (2022) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2022.121830 · Cited by 90
A meta-analytic study of the impact of Lean Production on business performance
Abreu-Ledón, R., Luján-García, D., Garrido-Vega, P., & Escobar-Pérez, B. (2018) · International Journal of Production Economics · doi:10.1016/j.ijpe.2018.03.015 · Cited by 78
Durmuşoğlu, S. S., Jacobs, M. A., Nayır, D. Z., Khilji, S. E., & Wang, X. (2014) · Journal of Knowledge Management · doi:10.1108/jkm-05-2013-0183 · Cited by 86
Self-citationDo lean manufacturing practices have negative impact on job satisfaction?
Minh, K. S., Zailani, S., Iranmanesh, M., & Heidari, S. (2019) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-11-2016-0072 · Cited by 77
Closed-loop supply chain games with innovation-led lean programs and sustainability
Genc, T. S., & Giovanni, P. D. (2020) · doi:10.1016/j.ijpe.2018.05.026 · Cited by 77
“max p, L Π = q(p, L)(p− w − cM + bML)− CL(L) } {{ } Forward profit + v(L)∆M } {{ } Backward profit (5)”
Akmal, A., Greatbanks, R., & Foote, J. (2020) · Health Policy · doi:10.1016/j.healthpol.2020.04.008 · Cited by 122
Extending lean management along the supply chain: impact on efficiency
Moyano-Fuentes, J., Maqueira-Marín, J. M., Martínez-Jurado, P., & Sacristán-Díaz, M. (2020) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-10-2019-0388 · Cited by 69
Dynamic capabilities linking lean practices and sustainable business performance
Mohaghegh, M., Blasi, S., & Größler, A. (2021) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2021.129073 · Cited by 65
Dieste, M., Panizzolo, R., & Garza-Reyes, J. (2021) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-08-2020-0304 · Cited by 65
Lean manufacturing and business performance: testing the S-curve theory
Negrão, L., Jabbour, A. B. L. D. S., Latan, H., Godinho, M., Jabbour, C. J. C., & Ganga, G. (2020) · Production planning & control (Print) · doi:10.1080/09537287.2019.1683775 · Cited by 60
“…and operational performance (e.g., Godinho Filho, Ganga, and Gunasekaran 2016; Dora et al. 2013; Ghosh 2012), financial performance (e.g., Chavez et al. 2015; Dora et al. 2014; Fullerton, Kennedy, and Widener 2014; Yang, Hong, and Modi 2011) and environmental performance (Yang, Hong, and…”
BackgroundAssessing lean implementation and benefits within Indian automotive component manufacturing SMEs
Sahoo, S. (2020) · Benchmarking An International Journal · doi:10.1108/bij-07-2019-0299 · Cited by 79
Short-term versus long-term benefits: Balanced sustainability framework and research propositions
Wu, L., Subramanian, N., Abdulrahman, M. D.-A., Liu, C., & Pawar, K. S. (2016) · Sustainable Production and Consumption · doi:10.1016/j.spc.2016.09.003 · Cited by 68
Towards a theory for lean implementation in supply networks
Bortolotti, T., Romano, P., Martínez-Jurado, P. J., & Moyano-Fuentes, J. (2016) · International Journal of Production Economics · doi:10.1016/j.ijpe.2016.02.020 · Cited by 58
Potter, A., & Graham, S. (2019) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2018.10.336 · Cited by 56
The Challenges of Lean Transformation and Implementation in the Manufacturing Sector
Maware, C., & Parsley, D. M. (2022) · Sustainability · doi:10.3390/su14106287 · Cited by 52
From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)
Bacoup, P., Michel, C., Habchi, G., & Pralus, M. (2017) · The TQM Journal · doi:10.1108/tqm-06-2016-0053 · Cited by 68
Assessing Lean adoption in food SMEs: Evidence from Greece
Psomas, E. L., Antony, J., & Bouranta, N. (2017) · International Journal of Quality & Reliability Management · doi:10.1108/ijqrm-05-2016-0061 · Cited by 54
Castro-López, A., Entrialgo, M., Liao, C., & Santos-Vijande, M. L. (2024) · The International Entrepreneurship and Management Journal · doi:10.1007/s11365-024-01032-x · Cited by 48
“Technological turbulence refers to the rate of technological change in products and manufacturing processes over time within an industry (Chavez et al., 2015 ).”
Impact of CRM adoption on organizational performance
Ullah, A., Iqbal, S., & Shams, S. M. R. (2020) · doi:10.1108/cr-11-2019-0128 · Cited by 48
Missing performance management and measurement aspects in performance-based contracting
Glas, A. H., Henne, F. U., & Eßig, M. (2018) · International Journal of Operations & Production Management · doi:10.1108/ijopm-09-2016-0571 · Cited by 51
The relationship between investments in lean practices and operational performance
Onofrei, G., Prester, J., Fynes, B., Humphreys, P., & Wiengarten, F. (2019) · International Journal of Operations & Production Management · doi:10.1108/ijopm-04-2018-0201 · Cited by 45
Self-citationRiaz, M., Wu, J., Ali, Z., Sherani, & Liu, Y.-T. (2023) · European Journal of Innovation Management · doi:10.1108/ejim-08-2022-0409 · Cited by 44
Qazi, A. A., Appolloni, A., & Shaikh, A. R. (2022) · International Journal of Emerging Markets · doi:10.1108/ijoem-08-2021-1218 · Cited by 58
SWOT analysis of Industry 4.0 variables using AHP methodology and structural equation modelling
Jain, V., Ajmera, P., & Davim, J. P. (2021) · Benchmarking An International Journal · doi:10.1108/bij-10-2020-0546 · Cited by 51
Lean practices and operational performance: the role of organizational culture
Sahoo, S. (2021) · International Journal of Quality & Reliability Management · doi:10.1108/ijqrm-03-2020-0067 · Cited by 38
Investigating and analyzing the supply chain practices and performance in agro-food industry
Puška, A., Kozarević, S., & Okičić, J. (2020) · International Journal of Management Science and Engineering Management · doi:10.1080/17509653.2019.1582367 · Cited by 38
“Customers’ relationships Customers’ relationships are an essential element of a supply chain (Chavez et al., 2014).”
BackgroundFuture research methodologies of lean manufacturing: a systematic literature review
Psomas, E. (2021) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-06-2020-0082 · Cited by 37
DeSanctis, I., Ordieres-Meré, J. B., Bevilacqua, M., & Ciarapica, F. E. (2018) · Production Planning & Control · doi:10.1080/09537287.2018.1494345 · Cited by 40
“In particular, Chavez et al. (2015) underlined the importance of establishing clear and effective channels for communication upstream (suppliers) and downstream (customers).”
BackgroundBhutta, M. K. S., Muzaffar, A., Eğilmez, G., Huq, F., Malik, M. N., & Warraich, M. A. (2021) · Sustainable Production and Consumption · doi:10.1016/j.spc.2021.08.015 · Cited by 51
Zhang, B., Niu, Z.-W., & Liu, C. (2020) · doi:10.3390/su12030956 · Cited by 36
“However, in the actual lean practice process, relevant management personnel have obvious deficiencies in mastering lean knowledge [33].”
BackgroundArumugam, V., Kannabiran, G., & Vinodh, S. (2020) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2020.1791067 · Cited by 40
“…the results showed that the hypotheses (H1a, H1b, H1c, H1d, H1e) which were developed to know the relationship between lean technical practice and organisational performance are very significant, and they confirm the existing literature results (Chavez et al., 2015; Sajan et al., 2017).”
ResultLean and agile supply chain strategies: the role of mature and emerging information technologies
Dias, D. D. O., Marín, J. M. M., & Moyano‐Fuentes, J. (2022) · The International Journal of Logistics Management · doi:10.1108/ijlm-05-2022-0235 · Cited by 51
Interpretive framework for analyzing lean implementation using ISM and IRP modeling
Chaple, A. P., Narkhede, B. E., Akarte, M., & Raut, R. D. (2018) · Benchmarking An International Journal · doi:10.1108/bij-07-2017-0177 · Cited by 35
Impact of implementing lean practices on firm performance: a study of Northern India SMEs
Saini, S., & Singh, D. (2020) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-06-2019-0069 · Cited by 49
Does digitalization enhance the effects of lean production on social performance?
Chávez, R., Yu, W., Jacobs, M. A., & Wong, C. Y. (2024) · International Journal of Operations & Production Management · doi:10.1108/ijopm-05-2023-0332 · Cited by 44
Self-citationOperational excellence framework for sustainability in the organisation: a design science approach
Naik, S. S., Sony, M., Antony, J., McDermott, O., Tortorella, G., & Jayaraman, R. (2023) · Production Planning & Control · doi:10.1080/09537287.2023.2165188 · Cited by 31
“Some of the measures of operational performance captured in previous studies are unit cost, quality, lead time, waste elimination, and flexibility (B € uy € uk € ozkan, Kayakutlu, and Karakad ı lar 2015; Chavez et al. 2015; Panwar et al. 2017).”
Genc, T. S. (2021) · Annals of Operations Research · doi:10.1007/s10479-021-04037-9 · Cited by 31
Understanding big data-driven supply chain and performance measures for customer satisfaction
Thekkoote, R. (2021) · Benchmarking An International Journal · doi:10.1108/bij-01-2021-0034 · Cited by 33
Inventory component volatility and its relation to returns
Bendig, D., Brettel, M., & Downar, B. (2018) · International Journal of Production Economics · doi:10.1016/j.ijpe.2018.03.012 · Cited by 30
The performance effects of complementary management control mechanisms
Nielsen, H., Kristensen, T. B., & Grasso, L. P. (2018) · International Journal of Operations & Production Management · doi:10.1108/ijopm-09-2016-0577 · Cited by 42
Ariadi, G., Surachman, S., Sumiati, ., & Rohman, F. (2021) · Cogent Business & Management · doi:10.1080/23311975.2021.1930500 · Cited by 28
The impact of lean practices on performance: based on meta-analysis and Bayesian network
Liu, C., Niu, Z.-W., & Li, Q.-L. (2020) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2018.1471352 · Cited by 29
“…11, 1225–1242, https://doi.org/10.1080/14783363.2018.1471352 such as correlation analysis (Bortolotti et al., 2015a), regression analysis (Azadegan et al., 2013; Fullerton, Kennedy, & Widener, 2014) and structural equation model (Chavez et al., 2015; Vinodh & Joy, 2012; Fullerton & Wempe, 2009).”
BackgroundInfluentialSrinivasan, M., Srivastava, P. K., & Iyer, K. N. S. (2020) · The Journal of Marketing Theory and Practice · doi:10.1080/10696679.2020.1781539 · Cited by 29
Birkie, S. E., Trucco, P., & Kaulio, M. A. (2017) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-12-2016-0077 · Cited by 28
“correlated with the lean practices within the firm (Chavez et al., 2015).”
BackgroundResultInfluentialA meta-analytic investigation of lean practices and their impact on organisational performance
Antony, J., Swarnakar, V., Cudney, E., & Pepper, M. P. J. (2021) · Total Quality Management and Business Excellence · doi:10.1080/14783363.2021.2003194 · Cited by 26
“In terms of results, Chavez et al. (2015) observed a positive relationship between lean and organisational performance when they considered technology change as moderating variable.”
BackgroundYang, Y., Lee, P. K. C., & Cheng, T. C. E. (2015) · International Journal of Production Economics · doi:10.1016/j.ijpe.2015.03.014 · Cited by 28
Jain, V., & Ajmera, P. (2019) · International Journal of System Assurance Engineering and Management · doi:10.1007/s13198-019-00770-4 · Cited by 25
Strategic lean actions for sustainable competitive advantage
Hallam, C. R. A., Valerdi, R., & Contreras, C. (2017) · International Journal of Quality & Reliability Management · doi:10.1108/ijqrm-10-2016-0177 · Cited by 33
Basu, P., Ghosh, I., & Dan, P. K. (2018) · Management Science Letters · doi:10.5267/j.msl.2017.10.001 · Cited by 24
“The population of interest was all industries with manufacturing facilities in India and having number of employees exceeding 100 (Chavez et al., 2015; Shah & Ward, 2003).”
BackgroundInfluentialAl-Hakimi, M. A., Goaill, M., Al-Hattami, H. M., Murshid, M. A., Saleh, M. H., & Moghalles, S. A. M. (2022) · International Journal of Quality & Reliability Management · doi:10.1108/ijqrm-12-2021-0443 · Cited by 23
Nawanir, G., Lim, K. T., Ramayah, T., Mahmud, F. B., Lee, K. L., & Maarof, M. G. (2020) · Benchmarking An International Journal · doi:10.1108/bij-05-2019-0205 · Cited by 29
Learning lean: rhythm of production and the pace of lean implementation
Netland, T. H., Schloetzer, J. D., & Ferdows, K. (2021) · International Journal of Operations & Production Management · doi:10.1108/ijopm-02-2020-0092 · Cited by 24
“…et al. 2014; Netland and Ferdows 2016), the type of management control practices in the plant (Netland et al. 2015), and environmental dynamics, measured by market growth (Eroglu and Hofer 2011), rate of change in technology (Chavez et al. 2015), or demand variability (Bortolotti et al. 2013).”
BackgroundPotter, A., & Paulraj, A. (2021) · Research Policy · doi:10.1016/j.respol.2021.104200 · Cited by 21
Impact of lean manufacturing: evidence from apparel industry in Bangladesh
Bashar, A., Hasin, A. A., & Adnan, Z. (2021) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-01-2020-0005 · Cited by 21
Inventory Management Practices and Operational Performance of Manufacturing Firms in Ghana
Opoku, R. K., Fiati, H. M., Kaku, G., Ankomah, J., & Agyemang, F. O. (2020) · Advances in Research · doi:10.9734/air/2020/v21i1030246 · Cited by 24
“The study’s findings were in line with previous studies by [67,68,98,122] who found positive relationships between inventory management practices (IMP) and performance of manufacturing firms in some developing economies.”
BackgroundResultRevitalising the setup reduction activities in Operations Management
Pacheco, D. A. D. J., & Heidrich, G. D. G. (2021) · Production planning & control (Print) · doi:10.1080/09537287.2021.1964881 · Cited by 20
“…(Silva and Filho 2019; Lozano et al. 2019; Bidarra et al. 2018; Braglia, Frosolini, and Gallo 2017; D ıaz-Reza et al. 2017; M endez and Rodr ıguez 2016; Braglia, Frosolini, and Gallo 2017; Chavez et al. 2015; Almomani et al. 2013; Ferrad as and Salonitis 2013; Yu 2012; Conceicao et al. 2009).”
BackgroundAssessment approach to stage of lean transformation cycle based on fuzzy nearness degree and TOPSIS
Liu, C., Niu, Z.-W., Chang, P., & Zhang, B. (2017) · International Journal of Production Research · doi:10.1080/00207543.2017.1355124 · Cited by 20
“(3) The speed of lean performance improvement: As a kind of process optimization method (Samuel, Found, and Williams 2015), lean production has a positive relationship to enterprise performance, which has been verified in multiple studies (Chavez et al. 2015).”
MethodMinshull, L. K., Dehe, B., & Kotcharin, S. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.06.052 · Cited by 23
Hashem, G., & Aboelmaged, M. (2023) · Benchmarking : An International Journal · doi:10.1108/bij-03-2022-0199 · Cited by 19
A Synergetic Framework for Green and Lean Manufacturing Practices in SMEs: Saudi Arabia Perspective
Abualfaraa, W., Almanei, M., Kaur, R., Al-Ashaab, A., Mclaughlin, P., & Salonitis, K. (2022) · Sustainability · doi:10.3390/su15010596 · Cited by 19
Godinho, M., Marchesini, A. G., Riezebos, J., Vandaele, N., & Ganga, G. (2017) · International Journal of Production Economics · doi:10.1016/j.ijpe.2017.08.006 · Cited by 19
“…the world (e.g., White et al., 1999; Matson and Matson, 2007; Hokoma et al., 2010; Dora et al., 2014; Alcaraz et al., 2014; Bortolotti et al., 2015; Chavez et al., 2015; Vasanthakumar et al., 2016; Godinho Filho et al., 2016a; Shaaban and Darwish, 2016; Bevilacqua et al., 2015; Birkie and Trucco,…”
Basu, P., Chatterjee, D., Ghosh, I., & Dan, P. K. (2020) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-12-2019-0455 · Cited by 24
Jun, W.-S., Yi, H., & Amenuvor, F. E. (2024) · Marketing Intelligence & Planning · doi:10.1108/mip-10-2023-0528 · Cited by 21
Impact of psychological safety on supply chain operational performance
Lee, B. W., Nittala, L., Jacobs, M. A., & Yu, W. (2021) · International Journal of Production Research · doi:10.1080/00207543.2021.2017052 · Cited by 19
“A review of the literature reveals that it is common to aggregate aspects of these dimensions into a single construct (e.g. Chavez et al. 2015; Swink, Narasimhan, and Kim 2005; Swink, Narasimhan, and Wang 2007).”
BackgroundSelf-citation
Metadata
- Authors
- Chavez, R., Yu, W., Jacobs, M., Fynes, B., Wiengarten, F., & Lecuna, A.
- Affiliations
- University of East Anglia (GB)
- University of Dayton (US)
- University College Dublin (IE)
- Esade (ES)
- Universidad del Desarrollo (CL)
- Venue
- International Journal of Production Economics
- Publisher
- Elsevier BV
- Published
- 2015-02
- Volume
- 160
- Pages
- 157-171
- ISSN
- 0925-5273 (ISSN-L)
- OpenAlex
- W2036950529
- Cited by
- 200
- References
- 158
- Citations by year
- 2026: 7 · 2025: 14 · 2024: 23 · 2023: 14 · 2022: 12 · 2021: 24 · 2020: 29 · 2019: 22 · 2018: 24 · 2017: 16 · 2016: 8 · 2015: 7
- FWCI
- 22.90
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- International Journal of Production Economics (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- University of Derby Online Research Archive. (University of Derby) (submittedVersion)
- Kent Academic Repository (University of Kent) (submittedVersion)
- Swinburne figshare (Swinburne University of Technology) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
- Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Optimization Techniques
- Social Sciences › Business, Management and Accounting › Strategy and Management › Sustainable Supply Chain Management
- Keywords
- lean manufacturing, technological turbulence, supplier partnerships, customer relationships, supply chain relationships, resource dependence theory, operational performance, organizational performance, manufacturing companies, moderating effect
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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