Relationship between JIT managerial practice and JIT infrastructure: Implications for plant performance

Sohel Ahmad, Roger G. Schroeder

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

JIT has emerged as a popular managerial practice in organizations to meet the challenges of a competitive market place. Many JIT initiatives have been effective but some have failed. We argue that these failures may be due to a lack of managers' concern regarding JIT infrastructure. For the present study, infrastructure is comprised of eight elements (quality management, employee involvement, training etc.) which create an environment for JIT managerial practice to be effective. Using data from 110 plants in the U.S., Japan, and Italy, the present study investigates the moderating effects of the infrastructure on the relationship between JIT managerial practice and plant performance.

Original languageEnglish (US)
Title of host publicationProceedings - Annual Meeting of the Decision Sciences Institute
Editors Anon
PublisherDecis Sci Inst
Pages1238-1240
Number of pages3
Volume3
StatePublished - Dec 1 1996
EventProceedings of the 1996 27th Annual Meeting of the Decision Sciences Institute. Part 2 (of 3) - Orlando, FL, USA
Duration: Nov 24 1996Nov 26 1996

Other

OtherProceedings of the 1996 27th Annual Meeting of the Decision Sciences Institute. Part 2 (of 3)
CityOrlando, FL, USA
Period11/24/9611/26/96

Fingerprint Dive into the research topics of 'Relationship between JIT managerial practice and JIT infrastructure: Implications for plant performance'. Together they form a unique fingerprint.

  • Cite this

    Ahmad, S., & Schroeder, R. G. (1996). Relationship between JIT managerial practice and JIT infrastructure: Implications for plant performance. In Anon (Ed.), Proceedings - Annual Meeting of the Decision Sciences Institute (Vol. 3, pp. 1238-1240). Decis Sci Inst.