Motives and performance outcomes of mass customization capability: evidence from Chinese manufacturers

被引：10

作者：

Sheng, Hongyan ^{[1
]}

Feng, Taiwen ^{[2
]}

Chen, Lucheng ^{[3
]}

Chu, Dianhui ^{[4
]}

Zhang, Weijie ^{[3
]}

机构：

[1] Harbin Inst Technol, Sch Management, Harbin, Peoples R China

[2] Harbin Inst Technol Weihai, Sch Econ & Management, Weihai, Peoples R China

[3] Qingdao Haier Ind Intelligent Res Inst Co Ltd, Qingdao, Peoples R China

[4] Harbin Inst Technol Weihai, Sch Comp Sci & Technol, Weihai, Peoples R China

来源：

JOURNAL OF MANUFACTURING TECHNOLOGY MANAGEMENT | 2021年 / 32卷 / 02期

基金：

国家教育部科学基金资助;

关键词：

Motives; Product-oriented mass customization capability; Service-oriented mass customization capability; Firm performance; CORPORATE SOCIAL-RESPONSIBILITY; PRODUCT MODULARITY; FIRM PERFORMANCE; MODERATING ROLE; IMPACT; MANAGEMENT; INTEGRATION; INNOVATION; ANTECEDENTS; TECHNOLOGY;

D O I：

10.1108/JMTM-02-2020-0065

中图分类号：

T [工业技术];

学科分类号：

08 ;

摘要：

Purpose The purpose of this study aims to develop and test a motives-mass customization (MC) capability-performance model by dividing MC capability into product-oriented MC capability and service-oriented MC capability. Design/methodology/approach This research tests the hypothesized relationships using survey data from 277 Chinese manufacturing firms. Findings The results indicate that instrumental, relational and moral motives all have significantly positive impacts on product-oriented and service-oriented MC capability. The authors also find that product-oriented MC capability partially mediates the impacts of relational and moral motives on operational, environmental and economic performance, while service-oriented MC capability partially mediates the impacts of instrumental, relational and moral motives on operational, market, environmental and economic performance. Originality/value This study complements the existing MC literature by describing MC capability into two dimensions: product-oriented MC capability and service-oriented MC capability.

引用

页码：313 / 336

页数：24

共 65 条

[1] Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations [J].

Aguilera, Ruth V. ;

Rupp, Deborah E. ;

Williams, Cynthia A. ;

Ganapathi, Jyoti .

ACADEMY OF MANAGEMENT REVIEW, 2007, 32 (03) :836-863

[2] STRUCTURAL EQUATION MODELING IN PRACTICE - A REVIEW AND RECOMMENDED 2-STEP APPROACH [J].

ANDERSON, JC ;

GERBING, DW .

PSYCHOLOGICAL BULLETIN, 1988, 103 (03) :411-423

[3] Corporate social responsibility and firm performance: The mediating role of marketing competence and the moderating role of market environment [J].

Bai, Xuan ;

Chang, Jeanine .

ASIA PACIFIC JOURNAL OF MANAGEMENT, 2015, 32 (02) :505-530

[4] FIRM RESOURCES AND SUSTAINED COMPETITIVE ADVANTAGE [J].

BARNEY, J .

JOURNAL OF MANAGEMENT, 1991, 17 (01) :99-120

[5] Modeling and application of configuration complexity scale: concept for customized production [J].

Bednar, Slavomir ;

Rauch, Erwin .

INTERNATIONAL JOURNAL OF ADVANCED MANUFACTURING TECHNOLOGY, 2019, 100 (1-4) :485-501

[6]

Berman B., 2002, BUS HORIZONS, V45, P51, DOI DOI 10.1016/S0007-6813(02)00227-6

[7] Corporate Motives for Social Initiative: Legitimacy, Sustainability, or the Bottom Line? [J].

Bronn, Peggy Simcic ;

Vidaver-Cohen, Deborah .

JOURNAL OF BUSINESS ETHICS, 2009, 87 :91-109

[8]

Canetta L., 2011, 2011 WORLD C MASS CU

[9]

Carroll A. B., 1991, Business Horizons, V34, P39, DOI [10.1016/0007-6813(91)90005-G, DOI 10.1016/0007-6813(91)90005-G]

[10]

Chang C.H., 2018, CORPORATE SOCIAL RES, V26, P1

← 1 2 3 4 5 6 7 →