{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,11,6]],"date-time":"2025-11-06T06:03:25Z","timestamp":1762409005323,"version":"3.41.2"},"reference-count":70,"publisher":"Emerald","issue":"5","license":[{"start":{"date-parts":[[2014,6,3]],"date-time":"2014-06-03T00:00:00Z","timestamp":1401753600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2014,6,3]]},"abstract":"\n Purpose<\/jats:title>\n \u2013 The purpose of this paper is to test whether complexity interacts with Sales and Operations Planning (S&OP) practices by positively moderating the impact of S&OP practices on manufacturing operational performance dimensions of quality, flexibility and delivery. <\/jats:p>\n <\/jats:sec>\n \n Design\/methodology\/approach<\/jats:title>\n \u2013 Three hypotheses are developed on the relationships between S&OP practices, task complexity and process complexity and manufacturing operational performance. Scales are validated with structural equation modelling. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 725 manufacturing plants from 21 countries. <\/jats:p>\n <\/jats:sec>\n \n Findings<\/jats:title>\n \u2013 S&OP practices of organizational management, technological integration, measurement systems and integration of plans impact positively on manufacturing operational dimensions of quality, delivery and flexibility. Process complexity moderates the effect of S&OP practices, amplifying its impact upon all three performance dimensions. Product complexity moderates the effect on quality, but not on delivery and flexibility. <\/jats:p>\n <\/jats:sec>\n \n Practical implications<\/jats:title>\n \u2013 S&OP practices of organizational and technological coordination of manufacturing and new product design; information technology to measure information sharing and planning; dedicated information systems do impact upon manufacturing operational performance. Results are amplified by process complexity. The more complex are the manufacturing processes the larger the gains of S&OP. <\/jats:p>\n <\/jats:sec>\n \n Originality\/value<\/jats:title>\n \u2013 This research applies contingency theory to S&OP and empirically demonstrates its impact on manufacturing operational performance and the moderator role of complexity.<\/jats:p>\n <\/jats:sec>","DOI":"10.1108\/imds-10-2013-0448","type":"journal-article","created":{"date-parts":[[2014,6,11]],"date-time":"2014-06-11T08:04:30Z","timestamp":1402473870000},"page":"678-695","source":"Crossref","is-referenced-by-count":24,"title":["Complexity as contingency in sales and operations planning"],"prefix":"10.1108","volume":"114","author":[{"given":"Ant\u00f4nio","family":"M.T. 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