دانلود کتاب Organizational Models for Industry 4.0: Lean, Agile and Service-Oriented Organizations

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Acknowledgments Contents About the Authors Chapter 1: Organizational Models for Industry 4.0 1.1 Introduction 1.2 The Theoretical-Empirical Framework 1.3 Empirical Data and Methods 1.4 The Structure of the Book References Chapter 2: Lean, Agile, and Service-Oriented Performers: The Characteristics and Compatibility of Templates of Organizing 2.1 Introduction 2.2 Neo-Institutional Theory and Templates of Organizing 2.3 Templates of Organizing in the Manufacturing Field 2.3.1 Lean Template of Organizing 2.3.2 Agile Template of Organizing 2.3.3 Service-Oriented Template 2.4 The Comparison of Lean, Agile, and Service-Oriented Templates 2.5 The Manifestation of Lean, Agile, and Service-Oriented Templates of Organizing Among Manufacturing Firms 2.5.1 Hypotheses, Measures, and Methods 2.5.2 Lean, Agile, and Service-Oriented Organizations 2.6 The Compatibility of Lean, Agile, and Service-Oriented Templates 2.7 Summary Annex 2.1 Measurement Scales Measurement of Operational Performance Cost Flexibility Service Digitalization References Chapter 3: Lean Performers 3.1 Introduction 3.2 Defining Lean Production 3.3 The Effects of Lean Production on Operational Performance 3.4 Lean Template Adoption Challenges 3.5 Affordances of Organizational and Technological Innovations for Leanness 3.5.1 Model, Measures, and Methods 3.5.2 Diffusion of Lean Template-Related Competitive Priorities, Practices, and Competitive Performance Dimensions 3.5.2.1 Diffusion of the Product Price and Quality Competitive Priorities 3.5.2.2 Diffusion of Lean Practices 3.5.2.3 Diffusion of Quality and Cost Effectiveness Performance Dimensions 3.5.3 Differences in Lean Methods Usage Among Organizations 3.5.4 Relationships of Lean Methods 3.5.5 Effect of Lean Methods, Digital Manufacturing Innovations, and Services on Quality and Cost Performance 3.5.5.1 Effects of Lean Methods, Digital Innovations, and Services on Quality Performance 3.5.5.2 Effects of Lean Methods, Digital Innovations and Services on Cost Performance 3.6 Summary Annex 3.1 Measurement Scales Measurement of Competitive Priorities Measurement of Organizational Characteristics Product Development Batch or Lot Size Manufacturing Process Product Complexity Measures of Lean Methods Measures of Digital Manufacturing Innovations Measures of Services Measurement of Operational Performance Quality Cost Flexibility Delivery Innovation Service Digitalization Measures of Financial Performance References Chapter 4: Agile Performers 4.1 Introduction 4.2 Defining Agile Manufacturing 4.3 Agility Framework 4.4 Agile Template Adoption Challenges 4.5 Affordances of Organizational and Technological Innovations for Agility 4.5.1 Model, Measures, and Methods 4.5.2 Diffusion of Agile Template-Related Competitive Priorities, Digital Innovations, and Performance Dimensions 4.5.2.1 Diffusion of Product Customization, Delivery, and Innovation Competitive Priorities 4.5.2.2 Diffusion of Digital Innovations 4.5.2.3 Extent of Diffusion of Delivery, Flexibility, and Innovation Performance Dimensions 4.5.3 Differences in Digital Manufacturing Innovations Usage Among Organizations 4.5.4 Relationships of Digital Manufacturing Innovations 4.5.5 Effect of Digital Manufacturing Innovations, Lean Methods and Services on Flexibility, Delivery, and Innovation Performa... 4.6 Summary Annex 4.1 Measurement Scales Measurement of Competitive Priorities Measurement of Organizational Characteristics Product Development Batch or Lot Size Manufacturing Process Product Complexity Measures of Lean Methods Measures of Digital Manufacturing Innovations Measures of Services Measurement of Operational Performance Quality Cost Flexibility Delivery Innovation Service Digitalization Measures of Financial Performance References Chapter 5: Service-Oriented Performers 5.1 Introduction 5.2 Definition of Servitization 5.3 Evolution of Servitization 5.4 Drivers and Barriers of Servitization 5.5 Challenges in Adoption of Servitization 5.6 Affordances of Organizational and Technological Innovations for Service-Oriented Firms 5.6.1 Model, Measures, and Methods 5.6.2 Diffusion of Service-Oriented Template-Related Strategic Priorities, Practices, and Performance Dimensions 5.6.2.1 Diffusion of Services Strategic Priority 5.6.2.2 Diffusion of Product, Customer, and Result-Oriented Services 5.6.2.3 Extent of Diffusion of Services and Digitalization Performance Dimensions 5.6.3 Differences in Servitization Extent Among Organizations 5.6.4 Relationships of Service Practices 5.6.5 Effect of Services, Digital Manufacturing Innovations, and Lean Methods on Service and Digitalization Performance Dimens... 5.7 Summary Annex 5.1 Measurement Scales Measurement of Competitive Priorities Measurement of Organizational Characteristics Product Development Batch or Lot Size Manufacturing Process Product Complexity Measures of Lean Methods Measures of Digital Manufacturing Innovations Measures of Services Measurement of Operational Performance Quality Cost Flexibility Delivery Innovation Service Digitalization Measures of Financial Performance References Chapter 6: Performance Implications of the Fit Between Lean and Agile: Organizational Ambidexterity Perspective 6.1 Introduction 6.2 Theoretical Framework: Resource-Based View and Dynamic Capabilities 6.3 Concept of Organizational Ambidexterity: Exploration and Exploitation 6.4 Organizational Ambidexterity and Performance 6.5 Conceptual Domains of Lean and Agile 6.6 Conceptual Proximity of Leanness and Agility Versus Exploitation and Exploration 6.7 Effect of Fit Between Agile and Lean Capabilities on Organizational Performance 6.7.1 Hypothesis, Measures, and Methods 6.7.1.1 Hypothesis 6.7.1.2 Measures 6.7.1.3 Description of Data 6.7.2 Results of Testing the Effect of Various Types of Fit on Organizational Performance 6.8 Summary Annex 6.1 Measurement Scales Measurement of Performance Capabilities Quality Cost Flexibility Delivery Innovation Measures of Financial Performance References Chapter 7: Factors Affecting Trade-Off, Cumulative Capability, and Alternative Models of Operation Strategy 7.1 Introduction 7.2 Factors of Operation Strategies 7.3 Operations Strategy Models in Lithuanian Manufacturing Companies 7.3.1 Model, Measures, and Methods 7.3.2 Diffusion of Operations Strategy Models Among Organizations 7.3.3 Trade-off Model with Declining Innovations 7.3.4 Cumulative Capabilities Model in the Mix of Factors 7.3.5 Non-Competitive Model and Competitive Priorities 7.3.6 Multiple Models and Customization in Manufacturing 7.4 Summary Annex 7.1 Measurement Scales Measurement of Operational Performance Quality Cost Flexibility Delivery Innovation Service Digitalization Measures of Financial Performance Annex 7.2 Results of Regression Analysis in Groups of Organizations According to Models of Sequences Annex 7.3 Differences Between Groups of Organizations According to Models of Sequences References Chapter 8: On Compatibility and Empirical Manifestation of Lean, Agile, and Service-Oriented Performers 8.1 The Interrelation of Lean, Agile, and Service-Oriented Templates of Organizing 8.2 An Empirical Assessment of Lean, Agile, and Service-Oriented Templates 8.3 The Effects of Lean, Agile, and Service-Oriented Practices on Operational Performance 8.4 The Effects of Lean, Agile, and Service-Related Performance Dimensions on Financial Performance 8.5 Balancing Templates for Increased Financial Performance Annex 8.1 Measurement Scales Measurement of Competitive Priorities Measurement of Organizational Characteristics Product Development Batch or Lot Size Manufacturing Product Complexity Measures of Lean Methods Measures of Digital Innovations Measures of Services Measurement of Operational Performance Quality Cost Flexibility Delivery Innovation Service Digitalization Measures of Financial Performance References