Organizational models for industry 4.0: lean, agile and service-oriented organizations

By:

Vilkas, Mantas

Contributor(s):

Material type: Text

TextSeries: Contributions to management sciencePublication details: Springer Switzerland 2023Description: xiii, 279 pISBN:

9783031149870

Subject(s):

Organizational Models

DDC classification:

658.4063 VIL

Summary: This book draws on a neo-institutional theory to characterize service-oriented manufacturing firms in relation to more familiar organizational forms, such as lean and agile. It sheds light on whether being lean is a prerequisite for agile organizations and whether agile organizations are precursors of service-oriented organizations. The book empirically examines the prevalence of such organizations using representative samples of manufacturing firms in an industrialized country. This approach makes it possible to “zoom in” and determine whether the extent of adoption of digital manufacturing innovations, digital services, and service-oriented business models varies with organizations’ size, industry, product complexity, lot size, type of design process, and type of manufacturing process. In turn, it shows which digital manufacturing innovations, lean practices, and services contribute to leanness-related performance capabilities like quality and costs; agility-related capabilities like fast delivery, flexibility and innovation; and service-oriented capabilities like high service performance and digitalization. In addition, it explores the question of whether lean, agile, and service-oriented performance capabilities contribute to financial performance separately or jointly.

List(s) this item appears in: Public Policy & General Management

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Holdings
Item type	Current library	Collection	Call number	Copy number	Status	Date due	Barcode
Book	Indian Institute of Management LRC General Stacks	Human Resource and Organization Behvaiour	658.4063 VIL (Browse shelf(Opens below))	1	Available		004690

This book draws on a neo-institutional theory to characterize service-oriented manufacturing firms in relation to more familiar organizational forms, such as lean and agile. It sheds light on whether being lean is a prerequisite for agile organizations and whether agile organizations are precursors of service-oriented organizations.

The book empirically examines the prevalence of such organizations using representative samples of manufacturing firms in an industrialized country. This approach makes it possible to “zoom in” and determine whether the extent of adoption of digital manufacturing innovations, digital services, and service-oriented business models varies with organizations’ size, industry, product complexity, lot size, type of design process, and type of manufacturing process.

In turn, it shows which digital manufacturing innovations, lean practices, and services contribute to leanness-related performance capabilities like quality and costs; agility-related capabilities like fast delivery, flexibility and innovation; and service-oriented capabilities like high service performance and digitalization. In addition, it explores the question of whether lean, agile, and service-oriented performance capabilities contribute to financial performance separately or jointly.

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