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Integrated manufacturing, empowerment, and company performance

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Integrated manufacturing, empowerment, and company performance. / Patterson, Malcolm ; West, Michael; Wall, Toby D.

In: Journal of Organizational Behavior, Vol. 25, No. 5, 2004, p. 641-665.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Patterson, M, West, M & Wall, TD 2004, 'Integrated manufacturing, empowerment, and company performance', Journal of Organizational Behavior, vol. 25, no. 5, pp. 641-665. https://doi.org/10.1002/job.261

APA

Patterson, M., West, M., & Wall, T. D. (2004). Integrated manufacturing, empowerment, and company performance. Journal of Organizational Behavior, 25(5), 641-665. https://doi.org/10.1002/job.261

Vancouver

Patterson M, West M, Wall TD. Integrated manufacturing, empowerment, and company performance. Journal of Organizational Behavior. 2004;25(5):641-665. doi: 10.1002/job.261

Author

Patterson, Malcolm ; West, Michael ; Wall, Toby D. / Integrated manufacturing, empowerment, and company performance. In: Journal of Organizational Behavior. 2004 ; Vol. 25, No. 5. pp. 641-665.

Bibtex

@article{d2d478cc5ecd4464837e20dbfa414498,
title = "Integrated manufacturing, empowerment, and company performance",
abstract = "There is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just-in-time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., job enrichment and employee skill enhancement), but, with the minor exception of AMT, bore little relationship with subsequent company performance. In contrast, the extent of empowerment within companies predicted the subsequent level of company performance controlling for prior performance, with the effect on productivity mediating that on profit.",
author = "Malcolm Patterson and Michael West and Wall, {Toby D}",
year = "2004",
doi = "10.1002/job.261",
language = "English",
volume = "25",
pages = "641--665",
journal = "Journal of Organizational Behavior",
issn = "0894-3796",
publisher = "John Wiley and Sons Ltd",
number = "5",

}

RIS

TY - JOUR

T1 - Integrated manufacturing, empowerment, and company performance

AU - Patterson, Malcolm

AU - West, Michael

AU - Wall, Toby D

PY - 2004

Y1 - 2004

N2 - There is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just-in-time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., job enrichment and employee skill enhancement), but, with the minor exception of AMT, bore little relationship with subsequent company performance. In contrast, the extent of empowerment within companies predicted the subsequent level of company performance controlling for prior performance, with the effect on productivity mediating that on profit.

AB - There is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just-in-time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., job enrichment and employee skill enhancement), but, with the minor exception of AMT, bore little relationship with subsequent company performance. In contrast, the extent of empowerment within companies predicted the subsequent level of company performance controlling for prior performance, with the effect on productivity mediating that on profit.

U2 - 10.1002/job.261

DO - 10.1002/job.261

M3 - Journal article

VL - 25

SP - 641

EP - 665

JO - Journal of Organizational Behavior

JF - Journal of Organizational Behavior

SN - 0894-3796

IS - 5

ER -