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The role of executive problem solving in knowledge accumulation and manufacturing improvements
Journal article   Peer reviewed

The role of executive problem solving in knowledge accumulation and manufacturing improvements

Adrian S. Choo, Rajiv Nag and Yusen Xia
Journal of operations management, v 36(1), pp 63-74
May 2015

Abstract

Knowledge stocks Manufacturing improvements Problem-solving orientation
This study investigates how strategic leaders influence knowledge stocks and manufacturing improvements in firms. In doing so, we identify two related but distinct problem-solving orientations among senior executives. The first orientation uses short-term remedies to control and contain the impact of a problem, which we label as symptomatic problem solving (SPS). The other orientation addresses a problem situation with the objective of developing new understanding and skills, and we label it as generative problem solving (GPS). We test our theoretical framework using two waves of survey data from a sample of metal casting manufacturers (metal foundries) in the United States. Our analysis shows that GPS positively affects both internal and external knowledge stocks, while SPS negatively influences internal knowledge stock. Knowledge stocks, in turn, facilitate incremental and radical manufacturing improvements. Our results suggest that the two executive problem-solving orientations can potentially counteract each other in enhancing and depreciating knowledge stocks, and subsequently affect a manufacturer's ability to attain improvements both in the short and long terms

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39 citations in Scopus

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UN Sustainable Development Goals (SDGs)

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#9 Industry, Innovation and Infrastructure

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Collaboration types
Domestic collaboration
Web of Science research areas
Management
Operations Research & Management Science
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