José Moyano-Fuentes

Socioemotional Wealth and Business Risks in Family-controlled Firms: Evidence from Spanish Olive Oil Mills

This paper challenges the prevalent notion that family-owned firms are more risk averse than publicly owned firms. Using behavioral theory, we argue that for family firms, the primary reference point is the loss of their socioemotional wealth, and to avoid those losses, family firms are willing to accept a significant risk to their performance; yet at the same time, they avoid risky business decisions that might aggravate that risk. Thus, we propose that the predictions of behavioral theory differ depending on family ownership. We confirm our hypotheses using a population of 1,237 family-owned olive oil mills in Southern Spain who faced the choice during a 54-year period of becoming a member of a cooperative, a decision associated with loss of family control but lower business risk, or remaining independent, which preserves the familys socioemotional wealth but greatly increases its performance hazard. As shown in this study, family firms may be risk willing and risk averse at the same time.

Learning on lean: a review of thinking and research

Purpose – The purpose of this paper is to present an analysis of research on lean production (LP) since the concept was developed at the end of the 1980s with the aim of developing a model that permits an extended and comprehensive understanding of LP.Design/methodology/approach – A literature survey of peer reviewed journal articles and paradigmatic books with managerial impact is employed as the research methodology.Findings – The findings derived from the evaluation of the publications analysed have led to the creation of an extended model of LP. Specifically, two new groups of factors to be taken into account in order to achieve a comprehensive understanding of LP are presented. Apart from internal aspects at the shop floor level and value chain elements, the model provided includes work organisation and the impact that the geographical context has on LP. In addition, the critical assessment of publications has allowed a number of specific aspects to be identified for which there is no empirical evide...

Cooperation in the supply chain and lean production adoption

Purpose – The purpose of this paper is to empirically examine the impact of the level of cooperation in the supply chain on lean production (LP) adoption. The effect of the level of cooperation with both suppliers and customers with regards to the intensity of LP adoption is examined, as is the joint effect of cooperation and information integration with customers.Design/methodology/approach – Analysis is carried out on a sample of 84 manufacturing plants that are first tier suppliers to original equipment manufacturers in the Spanish automotive industry. Data were gathered from plant CEOs via a combination of regular mail, e‐mail and internet‐based survey methods. Data are analyzed using exploratory factor analysis and hierarchical regression.Findings – The results show that while greater levels of cooperation with suppliers do not impact on the intensity of LP adoption, greater levels of cooperation with customers do have a significant effect. Also, the greater the cooperation with customers and the mor...

What can we learn from the evolution of research on lean management assessment

Empirical evidence shows that profitability does not always rise when lean management (LM) is implemented. This paper reviews the literature that has empirically analysed how LM impacts financial performance in order to identify the most used assessment model and the direction and significance of the findings. We have found that the most comprehensive models, those considering financial and operational indicators and contextual factors, find a positive and significant impact of LM on financial performance. These findings can benefit managers requiring an assessment of LM and the building of an evaluation system and can serve as a guideline for monitoring LM implementation.

Key determinants of lean production adoption: evidence from the aerospace sector

The aim of this article is to try to identify the key explanatory factors that might play a role in lean production (LP) adoption. Qualitative methodology has been used to achieve this goal, specifically a case study research in the aerospace sector. The results show that there are series of factors that have trigged the adoption of LP and others that affect the success of the adoption decision, such as a deep-rooted culture of total quality, the role of top management, a lean organisational structure, the lean leader role and institutional support. We have also identified two control factors in the adoption process, unionisation and peoples initial scepticism and resistance. The analysis conducted has been used to develop a LP adoption model that includes the factors that were detected and their respective interrelationships.

Human resource management in Lean Production adoption and implementation processes: Success factors in the aeronautics industry

The purpose of this paper is to identify success factors in human resource management during the transition process to Lean Production. Using case study research in the aeronautics industry, the results show a series of explanatory factors that are then grouped into main factors depending on the phase of the transition process. Thus, in the pre-adoption phase, the setting up of joint management-trade unions committees is the main factor. Five main factors are found in the other three phases of the adoption and implementation process: training, communication, rewards, job design, and work organization. Moreover, a variety of explanatory elements are identified in each of the main factors found in each phase of the transition process to Lean Production. Finally, a model is developed to understand the sequence that leads to the cultural change associated with Lean Production.

Impact of use of information technology on lean production adoption: evidence from the automotive industry

In this paper we analyse the existing interrelationships between information technology (IT) and the adoption of lean production. More specifically, the level of adoption of lean production is studied in accordance with the degree of use and the kind of IT used (internal and external IT). The results of the study show how companies need to augment the degree of use of internal or intra-organisational IT in order to increase the level of implementation of lean production and therefore improve efficiency. Results also show that external or inter-organisational IT only has a significant negative influence on the level of adoption of lean production when internal IT is controlled. These findings provide managers with empirical evidence and a theoretical framework on the balance between internal and external IT in order to increase lean production adoption, thus offering practical guidance on how to manage IT and lean production adoption.

Improving supply chain responsiveness through Advanced Manufacturing Technology: the mediating role of internal and external integration

Abstract Responsiveness is one of the key performance factors that firms need to face up to the challenges posed by today’s markets. Many manufacturing firms are investing in advanced manufacturing technology (AMT) with a view to improving competitiveness. However, empirical evidence shows that investments in AMT alone do not lead to improvements in performance. In this study, a model that links AMT implementation and responsiveness through internal integration and external integration is proposed. A sample of 441 Spanish industrial companies was used to test the model through structural equation modelling. The findings highlight that internal integration needs to be supplemented with external integration in order to ensure that the implementation of AMT will result in improved responsiveness. Supply chain managers should focus on integration within the supply chain – firstly internal and later external – to obtain returns on investments in AMT in the form of improved flexibility and more reliable and faster deliveries.

HR management during lean production adoption

Purpose – This paper aims to identify the success factors linked to human resources management during the lean production (LP) adoption process. A model of these factors and their interrelationships is also to be built to understand the sequence that leads to the cultural change required in lean production adoption.Design/methodology/approach – A case study is carried out in selected same‐industry companies that are on the same level in the supply chain and have recently completed LP adoption. Twelve first‐tier production plants in the aeronautics industry were selected. Data were gathered from interviews with plant managers and the people in charge of LP in the plant. Data were analyzed using open and coaxial coding and triangulation both within cases and across cases.Findings – The results highlight a number of success factors that depend on the phase of the LP adoption process. In the phase prior to adoption, the success factors are the incorporation of external change agents and the management avertin...

Lean production, workforce development and operational performance

Purpose The purpose of this paper is to deepen the knowledge about the role of human resources in a lean environment and its impact on operational performance. Design/methodology/approach For this reason, present work investigates the influence of workforce development on the relationship between lean production and operational performance. To test the hypotheses of the paper, a questionnaire was developed and tested on a sample of first tier suppliers in the Spanish automotive industry. Findings Results highlight the indispensable role of workforce development in the implementation phase of lean production and draw upon the insight that advancements in implementation of lean production correspond to an increase in knowledgeable employees which in turn facilitates the attainment of improved operational performance outcomes. Originality/value The research reaffirm that lean is an integrated socio-technical system oriented to efficiency.