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Complexity as contingency in sales and operations planning

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dc.contributor.authorThomé, António Márcio Tavares
dc.contributor.authorSousa, Rui Soucasaux
dc.contributor.authorCarmo, Luiz Felipe Roris Rodriguez Scavarda do
dc.date.accessioned2016-12-21T16:04:01Z
dc.date.available2016-12-21T16:04:01Z
dc.date.issued2014
dc.description.abstractPurpose – The purpose of this paper is to test whether complexity interacts with Sales and Operations Planning (S&OP) practices by positively moderating the impact of S&OP practices on manufacturing operational performance dimensions of quality, flexibility and delivery. Design/methodology/approach – Three hypotheses are developed on the relationships between S&OP practices, task complexity and process complexity and manufacturing operational performance. Scales are validated with structural equation modelling. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 725 manufacturing plants from 21 countries. Findings – S&OP practices of organizational management, technological integration, measurement systems and integration of plans impact positively on manufacturing operational dimensions of quality, delivery and flexibility. Process complexity moderates the effect of S&OP practices, amplifying its impact upon all three performance dimensions. Product complexity moderates the effect on quality, but not on delivery and flexibility. Practical implications – S&OP practices of organizational and technological coordination of manufacturing and new product design; information technology to measure information sharing and planning; dedicated information systems do impact upon manufacturing operational performance. Results are amplified by process complexity. The more complex are the manufacturing processes the larger the gains of S&OP. Originality/value – This research applies contingency theory to S&OP and empirically demonstrates its impact on manufacturing operational performance and the moderator role of complexity.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationTHOMÉ, António Márcio Tavares; SOUSA, Rui; CARMO, Luiz Felipe Roris Rodriguez Scavarda do - Complexity as contingency in sales and operations planning. Industrial Management & Data Systems.ISSN 0263-5577. Vol. 114, N.º 5 (2014) p. 678-695pt_PT
dc.identifier.doi10.1108/IMDS-10-2013-0448
dc.identifier.issn0263-5577
dc.identifier.urihttp://hdl.handle.net/10400.14/21130
dc.identifier.wosWOS:000341781300001
dc.language.isoengpt_PT
dc.peerreviewedyespt_PT
dc.publisherEmerald
dc.relation307996/2011-5
dc.subjectProduct complexitypt_PT
dc.subjectManufacturing operational performancept_PT
dc.subjectAdvanced manufacturing technologypt_PT
dc.subjectProcescomplexity Paper type Research paperpt_PT
dc.titleComplexity as contingency in sales and operations planningpt_PT
dc.typejournal article
dspace.entity.typePublication
oaire.citation.endPage695
oaire.citation.issue5
oaire.citation.startPage678
oaire.citation.titleIndustrial Management and Data Systems
oaire.citation.volume114
person.familyNameTavares Thomé
person.familyNameSousa
person.familyNameRoris Rodriguez Scavarda do Carmo
person.givenNameAntônio Márcio
person.givenNameRui
person.givenNameLuiz Felipe
person.identifier.ciencia-id3F15-2286-9C55
person.identifier.orcid0000-0001-9751-905X
person.identifier.orcid0000-0002-0049-1896
person.identifier.orcid0000-0002-8756-919X
person.identifier.ridE-6778-2015
person.identifier.ridM-4605-2013
person.identifier.ridM-2317-2018
person.identifier.scopus-author-id55885864800
person.identifier.scopus-author-id7102960038
person.identifier.scopus-author-id6508058214
rcaap.rightsrestrictedAccesspt_PT
rcaap.typearticlept_PT
relation.isAuthorOfPublication5ecbb3de-9255-4aaf-95e5-dd582f2bcc7b
relation.isAuthorOfPublicationc4e9fe74-771a-42e9-8925-c217abcdee1f
relation.isAuthorOfPublicationdc113442-0b15-410e-a5b5-8f5699132da4
relation.isAuthorOfPublication.latestForDiscoveryc4e9fe74-771a-42e9-8925-c217abcdee1f

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