Online from: 1970
Subject Area: Information and Knowledge Management
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|Title:||Relationships among market orientation, JIT, TQM, and agility|
|Author(s):||Pamela J. Zelbst, (Department of Management and Marketing, College of Business Administration, Sam Houston State University, Huntsville, Texas, USA), Kenneth W. Green, Jr, (Department of Management, Marketing, and Management Information Systems, College of Business, Southern Arkansas University, Magnolia, Arkansas, USA), Roger D. Abshire, (Department of Management and Marketing, College of Business Administration, Sam Houston State University, Huntsville, Texas, USA), Victor E. Sower, (Department of Management and Marketing, College of Business Administration, Sam Houston State University, Huntsville, Texas, USA)|
|Citation:||Pamela J. Zelbst, Kenneth W. Green, Jr, Roger D. Abshire, Victor E. Sower, (2010) "Relationships among market orientation, JIT, TQM, and agility", Industrial Management & Data Systems, Vol. 110 Iss: 5, pp.637 - 658|
|Keywords:||Just-in-time, Market orientation, Operations and production management, Total quality management|
|Article type:||Research paper|
|DOI:||10.1108/02635571011044704 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just-in-time (JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP).
Design/methodology/approach – Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology.
Findings – MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP.
Research limitations/implications – Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.
Practical implications – Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP.
Originality/value – A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.
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