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

Article Abstract:

A preliminary empirical test of the three competing perspectives neo-institutional arguments, strategic and structural contingency was tested in a sample of 164 manufacturing plants. It was found that the institutional perspective explains much more of the variance in the practices adopted and implemented by the plants than either the structural or strategic contingency theories.

Production management, Motor and Generator Manufacturing, Wave Power & Tidal Elec Generators, Evaluation, Strategic planning (Business), Electric power-plants, Electric power plants, Power plants

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The impact of human resource management practices on the operational performance: recognizing country and industry differences

Article Abstract:

The study focusses primarily on the effects, of seven strategic human resource management (HRM) practices, as proposed by Pfeffer's, on operational performance of an organization. Attempts are made, to generalize the efficacy of seven HRM practices, in the context of country and industry. The finding empirically validates, an ideal-type HRM system for manufacturing plants.

Influence, Business performance management, Business performance

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Optimization of volunteer labor assignments

Article Abstract:

Labor is a vital resource in any organization. In such a backdrop, the marked differences between volunteer labor assignment (VLA) problems and traditional labor assignment (TLA) problems are discussed with the help of empirical data.

Methods, Analysis, Labor contracts, Labour contracts

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