Agility, Adaptability and Leanness: A Comparison of Concepts and a Study of Practice

Katayama, Hiroshi

doi:10.1016/b978-008043567-1/50025-5

Cited by 59 publications

(83 citation statements)

References 2 publications

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“…The agility of an organization represents the strength of interaction between the organization and the market in the context of a supply chain (Katayama & Bennett, ). In this study, agility refers to the ability of a firm to quickly adapt to the changes arising due to the disaster at different locations.…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

“…Thus, the donor is also the “customer” to be satisfied in case of the HSC (Blecken, ). Therefore, agility in the context of HSC must address the unstable nature of funding (Katayama & Bennett, ). The purpose of agility is to enable rapid and efficient response to the chaotic situation created by the disaster.…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

“…This includes the speed with which the relief materials such as food, water, medicines, clothes, blankets, and so on can be delivered to the disaster‐affected peoples. Supply chain agility represents the strength of interaction between the organization and the market in the context of a single organization (Katayama & Bennett, ). In this study, agility refers to the ability of an organization to quickly adapt to the changes arising due to the disaster at different locations.…”

Section: Introductionmentioning

confidence: 99%

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Information Technology, Mutual Trust, Flexibility, Agility, Adaptability: Understanding Their Linkages and Impact on Humanitarian Supply Chain Management Performance

Kabra¹,

Ramesh²

2016

Risk, Hazards &Amp; Crisis in Public Policy

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The increase in the occurrence of natural disasters worldwide is of growing concern for the social and economic development of the countries involved. Disasters are unavoidable but actions can be taken to mitigate the impact of disaster on the country concerned. The efficiency of disaster relief operations cannot be enhanced as a whole; the organizations involved in the process of disaster management process should adjust, modify and reconfigure their supply chains in order to improve the performance of the humanitarian supply chain (HSC). Empirical research into the context of HSC which explores the relationship between critical factors to humanitarian supply chain management performance is often limited. Hence, this study aims to investigate the relationships among information technology (IT) utilization, mutual trust, agility, flexibility, adaptability, and performance in the context of the humanitarian supply chain. Data were collected using a structured questionnaire from the respondents involved in the relief operations of the disaster that occurred in Uttarakhand (a Northern state in India) on June 13, 2013 to test the aforementioned relationship. This study indicates that the agility and flexibility of the organizations involved in a HSC are associated with the utilization of IT, which in turn is associated with the performance.

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Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Information Technology, Mutual Trust, Flexibility, Agility, Adaptability: Understanding Their Linkages and Impact on Humanitarian Supply Chain Management Performance

Kabra¹,

Ramesh²

2016

Risk, Hazards &Amp; Crisis in Public Policy

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“…Similarly, in tracing the evolution and “chronology” of manufacturing paradigms (craft production → mass production → lean/JIT production → agile production), Harmozi (2001) suggests that the ultimate requirement of world‐class performance is the progression from lean manufacturing to agile manufacturing. Others identify leanness as being “foundational” to agility (Katayama and Bennett, 1999; Sharp et al, 1999).…”

Section: Literature Reviewmentioning

confidence: 99%

Disentangling leanness and agility: An empirical investigation

Narasimhan

Swink

Kim

2006

J of Ops Management

529

480

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Manufacturing plant managers have sought performance improvements by adhering to the guiding principles of leanness and agility. Lean manufacturing and agile manufacturing paradigms have also received considerable attention in operations management literature. However, paradoxically, the extant literature is lacking in clarity and fails to delineate with sufficient precision how and why leanness and agility differ. Given the resource constraints within which most manufacturing firms have to operate today, it is useful, if not critical, to develop a good understanding of how these paradigms differ and what their constituent dimensions are. Such an understanding is also essential for developing and testing theories relating to leanness and agility.Through a literature review we discuss leanness and agility in two ways: (1) as manufacturing paradigms and (2) as performance capabilities. Our empirical study attempts to determine whether lean and agile forms occur with any degree of regularity in manufacturing plants. The results confirm the existence of homogeneous groups that resemble lean and agile performing plants, and they identify important differences pertaining to their constituent performance dimensions. The results indicate that while the pursuit of agility might presume leanness, pursuit of leanness might not presume agility. While the performance capability differences across the empirically derived groups accord well with expected differences across plants that excel in leanness and agility, the practice differences across the groups are not as clearly distinguished. We discuss the implications of our findings for further research and theory development. #

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“…Agile manufacturing is essentially the utilisation of market knowledge and virtual corporation to exploit profitable opportunities in a volatile marketplace (Power et al, 2001;Katayama and Bennett, 1999;Christopher, 2000). Agile manufacturing is essentially the utilisation of market knowledge and virtual corporation to exploit profitable opportunities in a volatile marketplace (Power et al, 2001;Katayama and Bennett, 1999;Christopher, 2000).…”

Section: Introductionmentioning

confidence: 99%

Interrelationship of capabilities/enablers for lean, agile and leagile manufacturing: an ISM approach

Matawale

Datta

Mahapatra

2013

IJPMB

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The present work aims at pointing out the key success factors (enablers/capabilities) for lean, agile as well as leagile manufacturing in organisational supply chain. The concise listing of the key enablers (of lean, agile and leagile manufacturing) has been taken from the extent body knowledge of past literature as well as experience of experts. An interpretive structural modelling (ISM)-based model has been developed to reveal the interrelationship among various drivers for individual lean, agile, and leagile manufacturing system and, thereby, future research routes have been suggested as well.

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Agility, Adaptability and Leanness: A Comparison of Concepts and a Study of Practice

Cited by 59 publications

References 2 publications

Information Technology, Mutual Trust, Flexibility, Agility, Adaptability: Understanding Their Linkages and Impact on Humanitarian Supply Chain Management Performance

Information Technology, Mutual Trust, Flexibility, Agility, Adaptability: Understanding Their Linkages and Impact on Humanitarian Supply Chain Management Performance

Disentangling leanness and agility: An empirical investigation

Interrelationship of capabilities/enablers for lean, agile and leagile manufacturing: an ISM approach

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