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dc.contributor.authorDubey, R
dc.contributor.authorGunasekaran, A
dc.contributor.authorHelo, P
dc.contributor.authorPapadopoulos, T
dc.contributor.authorChilde, SJ
dc.contributor.authorSahay, BS
dc.date.accessioned2016-10-02T18:10:27Z
dc.date.accessioned2016-10-02T18:11:55Z
dc.date.issued2017-01-10
dc.identifier.issn0959-6526
dc.identifier.issn1879-1786
dc.identifier.urihttp://hdl.handle.net/10026.1/5525
dc.description.abstract

This study develops a theoretical model that links reconfigurable manufacturing systems with top management beliefs, participation, and environmental performance, drawing on agency theory and organizational culture. The study takes into account the possible confounding effects of organization size and organizational compatibility. Drawing on responses from 167 top managers, the results of hypothesis testing suggest that (i) higher top management participation, being influenced by top management beliefs, leads to higher chances of RMS becoming adopted by organizations as their manufacturing strategy; (ii) organizational culture moderates the relationship between the level of top management participation and RMS (and manufacturing strategies) adoption; and (iii) higher re-configurability of manufacturing systems leads to better environmental performance. Furthermore, we integrate Agency Theory and organizational culture to explain the role of top management beliefs and participation in achieving environmental performance via RMS. Finally, we offer guidance to those managers who would like to engage in leveraging top management commitment for achieving environmental performance, and outline further research directions.

dc.format.extent56-66
dc.languageen
dc.language.isoen
dc.publisherElsevier BV
dc.relation.replaceshttp://hdl.handle.net/10026.1/5524
dc.relation.replaces10026.1/5524
dc.subjectReconfigurable manufacturing systems
dc.subjectEnvironmental performance
dc.subjectAgency theory
dc.subjectOrganizational culture
dc.titleExplaining the Impact of Reconfigurable Manufacturing Systems on Environmental Performance: the role of top management and organizational culture
dc.typejournal-article
dc.typeArticle
plymouth.author-urlhttps://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:000389090300006&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=11bb513d99f797142bcfeffcc58ea008
plymouth.volume141
plymouth.publisher-urlhttp://dx.doi.org/10.1016/j.jclepro.2016.09.035
plymouth.publication-statusPublished
plymouth.journalJournal of Cleaner Production
dc.identifier.doi10.1016/j.jclepro.2016.09.035
plymouth.organisational-group/Plymouth
plymouth.organisational-group/Plymouth/Faculty of Arts, Humanities and Business
plymouth.organisational-group/Plymouth/Faculty of Arts, Humanities and Business/Plymouth Business School
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA/UoA17 Business and Management Studies
plymouth.organisational-group/Plymouth/Users by role
plymouth.organisational-group/Plymouth/Users by role/Academics
dcterms.dateAccepted2016-09-06
dc.rights.embargodate2017-9-9
dc.identifier.eissn1879-1786
dc.rights.embargoperiod12 months
rioxxterms.versionofrecord10.1016/j.jclepro.2016.09.035
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/under-embargo-all-rights-reserved
rioxxterms.licenseref.startdate2017-01-10
rioxxterms.typeJournal Article/Review


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