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dc.contributor.authorWiengarten, Frank
dc.contributor.authorAhmed, Muhammad Usman
dc.contributor.authorLongoni, Annachiara
dc.contributor.authorPagell, Mark
dc.contributor.authorFynes, Brian
dc.date.accessioned2018-11-23T10:07:16Z
dc.date.available2018-11-23T10:07:16Z
dc.date.issued2017-04-09
dc.identifier.citationWiengarten, F. et al. (2017) ‘Complexity and the triple bottom line: an information-processing perspective’, International Journal of Operations & Production Management, 37 (9), pp.1142-1163. doi: 10.1108/IJOPM-06-2016-0292en
dc.identifier.issn0144-3577
dc.identifier.doi10.1108/IJOPM-06-2016-0292
dc.identifier.urihttp://hdl.handle.net/10545/623148
dc.description.abstractThe purpose of this paper is to empirically investigate the impact of complexity on the triple bottom line by applying information-processing theory. Specifically, the paper assesses the impact of internal manufacturing complexity on environmental, social, and financial performance. Furthermore, the paper assesses the moderating role of connectivity and shared schema in reducing the potential negative impact of complexity on performance. Multi-country survey data collected through the Global Manufacturing Research Group were utilized to test the hypotheses. The authors used structural equation modeling to test the measurement and initial structural model. Furthermore, to test the proposed moderating hypotheses, the authors applied the latent moderated structural equations approach. The results indicate that while complexity has a negative impact on environmental and social performance, it does not significantly affect financial performance. Furthermore, this negative impact can be reduced, to some extent, through connectivity; however, shared schema does not significantly impact on the complexity-performance relationship. This study presents a comprehensive analysis of the impact of complexity on sustainability. Furthermore, it provides managerial applications as it proposes specific tools to deal with the potential negative influences of complexity.
dc.description.sponsorshipN/Aen
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttp://www.emeraldinsight.com/doi/10.1108/IJOPM-06-2016-0292en
dc.rightsArchived with thanks to International Journal of Operations & Production Managementen
dc.subjectTriple bottom lineen
dc.subjectComplexityen
dc.titleComplexity and the triple bottom line: an information-processing perspective.en
dc.typeArticleen
dc.contributor.departmentRamon Llull Universityen
dc.contributor.departmentClarkson Universityen
dc.contributor.departmentUniversity College Dublinen
dc.identifier.journalInternational Journal of Operations & Production Managementen
dc.contributor.institutionDepartment of Operations and Innovation, ESADE – Ramon Llull University, Barcelona, Spain
dc.contributor.institutionClarkson University, Potsdam, New York, USA
dc.contributor.institutionBusiness School, ESADE – Ramon Llull University, Barcelona, Spain
dc.contributor.institutionUniversity College Dublin, Dublin, Ireland
dc.contributor.institutionUniversity College Dublin, Dublin, Ireland
dc.date.accepted2016-10-17
refterms.dateFOA2019-02-28T17:48:20Z
html.description.abstractThe purpose of this paper is to empirically investigate the impact of complexity on the triple bottom line by applying information-processing theory. Specifically, the paper assesses the impact of internal manufacturing complexity on environmental, social, and financial performance. Furthermore, the paper assesses the moderating role of connectivity and shared schema in reducing the potential negative impact of complexity on performance. Multi-country survey data collected through the Global Manufacturing Research Group were utilized to test the hypotheses. The authors used structural equation modeling to test the measurement and initial structural model. Furthermore, to test the proposed moderating hypotheses, the authors applied the latent moderated structural equations approach. The results indicate that while complexity has a negative impact on environmental and social performance, it does not significantly affect financial performance. Furthermore, this negative impact can be reduced, to some extent, through connectivity; however, shared schema does not significantly impact on the complexity-performance relationship. This study presents a comprehensive analysis of the impact of complexity on sustainability. Furthermore, it provides managerial applications as it proposes specific tools to deal with the potential negative influences of complexity.


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