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The current pandemic with its associated economic downturn has intensified the pressures on companies to produce quality offerings with an increased pressure on cost controls. Across industries companies have reduced their costs by enhancing their ability to operate flexibly, through increasing the use of temporary workers. However, such a reliance on temporary workers is generally associated with deteriorating quality. In order to untangle the relationship between quality and temporary workers we address the following research questions: (1) What are the quality performance implications of employing temporary workers? and (2) Can process capabilities eliminate the potential quality performance deterioration that are due to temporary workers? Process capabilities are conceptualised through the plant's level of of-the-art manufacturing processes technology. To address our research questions, we utilise survey data collected through the Global Manufacturing Research Group. The results suggest that an increased usage of temporary workers significantly increases reject rates and customer returns. Furthermore, we identified that managers cannot rely on their processes to safeguard them from quality performance deterioration, when employing temporary workers. [ABSTRACT FROM AUTHOR]

Companies are extensively employing lean manufacturing practices and temporary work, which at face value are in stark contrast to each other. While lean manufacturing emphasises the value of workers, temporary work refers to precarious work arrangements that, based on social exchange theory, may harm workers' commitment. The objective of this paper is to unveil the role of temporary work on the lean manufacturing – operational performance (i.e. cost, quality, delivery, flexibility) relationship. To answer our research question and test our hypotheses we utilise cross-country data collected through the sixth iteration of the International Manufacturing Strategy Survey and conduct multilevel regression analysis. Our results indicate that while lean manufacturing improves operational performance, the use of temporary work positively influences the relationship between lean manufacturing and mix and volume flexibility performance. [ABSTRACT FROM AUTHOR]

How do firms respond after being exposed to a low‐probability, high‐consequence (lp‐hc) disruption event? This study examines inventory and flexibility patterns in manufacturing firms in the years following an lp‐hc event, the Great East Japan Earthquake of 2011. We find patterns suggesting that most firms exposed to the event began to increase their raw material inventories (RAW) over the longer term and increased their volume flexibility for a shorter period. Furthermore, we found that firms increased their RAW mainly when inventories were already at high levels, while the opposite is true for volume flexibility. Firms that were classified as risk‐averse before the event show stronger swings after the event. Preliminary explorations suggest that the performance of firms that have engaged in these inventory shifts is significantly impeded. This study provides insight into a previously unexplored phenomenon, namely, the longer‐term responses of firms to exposure to lp‐hc events. It opens the possibilities of new research regarding causality, economic consequences, and mechanisms of the identified patterns. Increased efforts in this direction should enable our discipline to provide improved normative guidance both socially and operationally. [ABSTRACT FROM AUTHOR]