Further Evidence on the Extent and Origins of JIT's Profitability Effects

By Michael R. Kinney, William F. Wempe. 2002

217 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/3fe086858dfb1f2e6f90ff0178eb8b0fedb78fa9

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Citations in the corpus

Customer‐Base Concentration and Inventory Efficiencies: Evidence from the Manufacturing Sector (2016, background): “Relatedly, Kinney and Wempe (2002) argue that although JIT manufacturing requires substantial downstream coordination costs, such costs are decreasing in the number of major customers.”
The Profitability and Pricing of Major Customers (2004, background): “5. For example, Balakrishnan et al. (1996) and Kinney and Wempe (2002) examine the profitability effects of adoption of ‘‘just-in-time’’ (JIT) inventory practices.”
The effect of lean production on financial performance: The mediating role of inventory leanness (2012, background): “…lean production implementation on at least some financial performance indicators is presented by Inman and Mehra (1993), Callen et al. (2000), Fullerton and McWatters (2001), Germain et al. (1996), Kinney and Wempe (2002), Fullerton et al. (2003), Fullerton and Wempe (2009), and Yang et al. (2011).”
The Association between Activity-Based Costing and Improvement in Financial Performance (2002, methodology): “Non-users are typically defined as companies where there is no public discussion of adoption of the initiative (Balachrishnan et al. 1996; Biggart 1997; Huson and Nanda 1995; Kinney and Wempe 1998).”
Customer-Base Concentration: Implications for Firm Performance and Capital Markets (2012, unknown): “2012 You do not currently have access to this content.”
Lean Manufacturing, Non-Financial Performance Measures, and Financial Performance (2009, background): “chosen for three reasons: 1) it is widely accepted as a measure of profitability; 2) it was determined to be the driver of ROA improvement for JIT adopters in Kinney and Wempe (2002); and 3) it eliminates some of the confounding effects in ROA arising from reduced inventories.”