Next Generation Agility: Smart Business and Smart Communities

Goldman, Steven; Nagel, Roger N.; Davison, Brian D.; Schmid, Patrick

doi:10.1007/978-3-540-85582-8_4

Cited by 5 publications

(4 citation statements)

References 2 publications

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“…Furthermore, Ehtesham Rasi et al (2019) and Talapatra et al (2023) pointed out that environmental uncertainty tends to influence supply chain agility through the role of supply chains and market orientation. In the same vein, prior studies have supported the assumption that environmental uncertainty is positively associated with the adoption of lean and agile systems (Azadegan et al, 2013;Goldman et al, 1995;Lin et al, 2006;Sharifi and Zhang, 2001;Stefanelli et al, 2019;Yusuf et al, 2014;Zimmermann et al, 2020). Thus, the following may be addressed.…”

Section: Environmental Uncertaintymentioning

confidence: 92%

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Hashem

Aboelmaged

2023

BIJ

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PurposeRapid changes in the global environment and the effects of existing economic issues triggered by COVID-19 and the war in Ukraine have posed several challenges for manufacturing firms. A hybrid strategy integrating lean and agile (leagile) systems is viable for firms to enhance their capabilities in such dynamic contexts. This paper examines the critical drivers of leagile manufacturing system adoption in an emerging economy from the technological, organizational and environmental (TOE) perspective.Design/methodology/approachA cross-sectional survey is carried out to obtain data from 438 managers working in 219 manufacturing firms. Multiple regression analysis is applied to test the effect of technological, organizational and environmental drivers on the adoption of leagile systems.FindingsThe results show that organization capacity, environmental uncertainty and relative advantage demonstrate the most significant positive relationships with the leagile systems adoption wherein complexity and resistance to change appear to exhibit significant negative associations. Unexpectedly, firm size unveils no significant effect on the adoption of leagile systems.Practical implicationsTo deal effectively with critical challenges triggered by ever-changing environment, firms have sought to adopt innovative systems for achieving products' availability in the markets at the right quality and price. A hybrid strategy integrating lean and agile (leagile) systems is viable to enhance a firm's capabilities in such dynamic contexts. The findings of our study help top management and policymakers identify and assess the critical drivers that may facilitate or hinder the successful adoption of leagile systems.Originality/valueA major trend of studies in the field of manufacturing systems has focused on the critical success factors of adopting either lean or agile systems. Furthermore, research work concerning leagile as a hybrid system focuses primarily on the conceptual development rather than empirical grounds of leagile systems. Given the lack of empirical research in this field, this study offers an early attempt to predict leagile system adoption in an emerging economy. It also contributes to the manufacturing systems research by extending the extant knowledge about the role of firm-level drivers in leagile system adoption from the TOE perspective.

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Section: Environmental Uncertaintymentioning

confidence: 92%

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Hashem

Aboelmaged

2023

BIJ

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“…Smart communities thus extend the concept of smart business networks, whose members, by contrast, are carefully selected in advance for their competence in executing precisely specified means to achieve well-defined goals [Goldman et al, 2009;Janneck et al, 2008;Nagel et al, 2004]. Established early adopter firms, among them Cisco, Procter and Gamble, and IBM, and a host of younger companies like eBay and Amazon, Google and InnoCentive, are proving the substantial benefits that flow from smart communities-based strategies, processes, and products.…”

Section: Operational Smart Communitiesmentioning

confidence: 99%

Smart Communities and Networked Organizations

Goldman

2012

Communications in Computer and Information Science

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Abstract. The reduction in human interaction costs enabled by social computing technologies has created opportunities for companies to reduce the cost of growth and of innovation both by getting much more value out of their own personnel and by using people they do not employ to create value for them, either gratis, or for a fee to be paid only after the value is created. Recognition of these opportunities is driving business reorganization by "early adopter" companies pursuing the benefits to be derived from business applications of social computing. These benefits are anchored in the growing centrality to wealth creation of continuous innovation. Continuous innovation, in turn, is critically dependent on tacit interactions among people, that is, on interactions that provide access to implicit, as well as explicit, knowledge, information, experience and expertise possessed by possibly very large numbers of people, who may be widely distributed, organizationally, and even globally.

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“…Employees receive information about operational data, company documents and employee information, and so on (Breu et al, 2002). Information, communication and cellular technology will support and enhance the workforce's ability to act quickly and operational flexibility (Goldman & Nagel, 1993).…”

Section: Job Involvementmentioning

confidence: 99%

Application of Safety Performance Based on Job Involvement, Personality, and Learning Organization on the Child of Pt. Asdp Indonesia Ferry Surabaya

Sauri

Setiadi

Rahayu

2022

DIJEMSS

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Psychological empowerment is useful in improving performance, individuals become more effective, increasing productivity, motivation to work more. Thus, psychological empowerment provides many benefits to every individual who wants to change his life for the better which of course must be supported by the safety performance, so that there are no obstacles in improving performance and productivity. psychological empowerment can have an influence on individuals, organizations, and society. The results in this studyfound that psychological empowerment dimensions of meaning, self-determination, and impact have an influence on physical and mental health, and have a major influence on job satisfaction. Therefore, to overcome the impact caused by the powerlessness of employees, it is necessary to involve the safety performance in empowering its employees. In the development of Psychological Empowerment there is a gap, namely Psychological Safety is a form of employee behavior consisting of work safety components. Forms of work safety behavior, such as using work safety equipment and actively participating in work safety program activities in the organization. Neal and Griffin also added that the concept of safety performance is employee behavior in the workplace related to organizational safety. Psychological Safety is also defined as a form of employee safety behavior at work which includes compliance and participation. Compliance is defined as employee safety behavior at work and maintaining safety at work, participation is described as employee voluntary behavior to develop the organization's work safety. It can be concluded that Psychological Safety is a form of employee behavior at work which includes the prevention of work accidents by means of employee behavior that complies with established safety rules and procedures and voluntarily participates in improving work safety in the company.

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Next Generation Agility: Smart Business and Smart Communities

Cited by 5 publications

References 2 publications

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Smart Communities and Networked Organizations

Application of Safety Performance Based on Job Involvement, Personality, and Learning Organization on the Child of Pt. Asdp Indonesia Ferry Surabaya

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