Strategic, structural contingency and institutional explanations in the adoption of innovative manufacturing practices

By Mikko Ketokivi, R. G. Schroeder. 2004

324 citations recorded by the source corpus.

Subfields: Computer Science Applications, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4fde393cf2c9bf7e0db59e4af9a618ccfa08b9df

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Citations in the corpus

Operations management and the resource based view: Another view (2016, background): “In a study of 164mid-size to largemanufacturing plants in five countries and across three industries, Ketokivi and Schroeder (2004) finds that plants may adopt innovative manufacturing practices (e.g., JIT, cross-training of employees) not just because of strategic or structural contingency related…”
Process Innovation: Open Innovation and the Moderating Role of the Motivation to Achieve Legitimacy (2018, background): “, 2014) and for more quantitative studies to explore the responses to legitimation issues (Boiral, 2007; Ketokivi and Schroeder, 2004; Lo et al., 2014).”
The impact of contextual factors on the efficacy of ISO 9000 adoption (2013, background): “From an OM perspective, contextual factors have been categorized as strategic goals, structural contingencies, and environmental/institutional factors (Ketokivi and Schroeder, 2004; Sousa and Voss, 2008).”
A supplier development program: Rational process or institutional image construction? (2007, background): “The institutional perspective has emerged as a dominant theoretical paradigm in organizational theory (OT) over the last two decades but has so far had relatively little impact on operations management (OM) research (Ketokivi and Schroeder, 2004).”
The impact of supply chain integration on firm performance (2014, background): “Ketokivi and Schroeder (2004b) used an evolutionary view to explain the difficulties in imitating organizational processes (i.”
Exploring the relationship between leadership, operational practices, institutional pressures and environmental performance: A framework for green supply chain (2015, background): “Thus, economic efficiency and profit maximization are a better fit with OM and SCM paradigms (Ketokivi and Schroeder, 2004).”
Contingency research in operations management practices (2008, background): “…studies have found that some practices did not have a significant impact on performance (e.g., Dow et al., 1999; Powell, 1995) and it has been suggested that this may be due to these practices being context dependent (Dow et al., 1999; Ketokivi and Schroeder, 2004b; Sousa and Voss, 2002).”
The role of institutional pressures and organizational culture in the firm's intention to adopt internet‐enabled supply chain management systems (2010, background): “7 In the extant literature, only a few OM studies investigate the effects of institutional factors on firms’ innovation adoption (e.g., John, Cannon, and Pouder, 2001; Ketokivi and Schroeder, 2004; Rogers et al., 2007; Zsidisin, Melnyk, and Ragatz, 2005).”
The financial impact of product recall announcements in China (2013, background): “Government legislation, joint ventures with international partners and promotion have caused more automobile companies follow proactive recall strategies; government regulation is one of the most important driving forces for coercive isomorphism (DiMaggio and Powell 1983; Ketokivi and Schroeder, 200”
Green supply chain management practices and performance (2013, background): “Several organizational theories including resource-based view, transaction cost economics, agency, network theory and institutional theory have been used to understand how companies adopt, assimilate, and develop operations strategy initiatives such as total quality management (Anderson et al, 1999)”
The Impact of Institutional Pressures on Green Supply Chain Management and Firm Performance: Top Management Roles and Social Capital (2017, background): “This study was an initiative in empirically testing the role of institutional theory in operations and production [13].”