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008			221019s2023 sz | s |||| 0|eng d
020			_a9783031149887
024	7		_a10.1007/978-3-031-14988-7 _2doi
040			_aES-VaUEC _bspa _cES-VaUEC
050	0	4	_aTS155-194 _b2024
100	1		_aVilkas, Mantas. _eautor _4aut _4http://id.loc.gov/vocabulary/relators/aut
245	0	0	_aOrganizational Models for Industry 40: _bLean, Agile and Service-Oriented Organizations _cby Mantas Vilkas, Jurga Duobienė, Rimantas Rauleckas, Aušra Rūtelionė, Beata Šeinauskienė
250			_a1st ed 2023
264		1	_aCham _c2023 _bSpringer International Publishing
300	0	0	_a1 recurso en línea
336			_atexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
490	0		_aContributions to Management Science, _x2197-716X
505	0		_a1. Introduction -- 2. Lean, Agile and Service-Oriented Performers: the Characteristics and Compatibility of Templates of Organizing -- 3. Lean Performers -- 4. Agile Performers -- Service-Oriented Performers -- 6. Performance Implications of the Fit between Lean and Agile: Organizational Ambidexterity Perspective -- 7. Factors Affecting Trade-Off, Cumulative Capability and Alternative Models of Operation Strategy -- 8. Summary.
520			_aThis book draws on a neo-institutional theory to characterize service-oriented manufacturing firms in relation to more familiar organizational forms, such as lean and agile. It sheds light on whether being lean is a prerequisite for agile organizations and whether agile organizations are precursors of service-oriented organizations. The book empirically examines the prevalence of such organizations using representative samples of manufacturing firms in an industrialized country. This approach makes it possible to "zoom in" and determine whether the extent of adoption of digital manufacturing innovations, digital services, and service-oriented business models varies with organizations' size, industry, product complexity, lot size, type of design process, and type of manufacturing process. In turn, it shows which digital manufacturing innovations, lean practices, and services contribute to leanness-related performance capabilities like quality and costs; agility-related capabilities like fast delivery, flexibility and innovation; and service-oriented capabilities like high service performance and digitalization. In addition, it explores the question of whether lean, agile, and service-oriented performance capabilities contribute to financial performance separately or jointly.
830		0	_aContributions to Management Science, _x2197-716X
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-031-14988-7 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
912			_aZDB-2-BUM
912			_aZDB-2-SXBM
942			_2lcc _cLE
988			_aSpringer_Business_2023
999			_c238650 _d238650