Forthcoming and Online First Articles

International Journal of Product Lifecycle Management

International Journal of Product Lifecycle Management (IJPLM)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Product Lifecycle Management (4 papers in press)

Regular Issues

  • Analyzing SMEs Position in Organization Life Cycle (Case Study in Local Coffee Shops in Bandung)   Order a copy of this article
    by Risris Rismayani, B. Manuel, F. Ardiansyah 
    Abstract: Tight competition for coffee houses in Indonesia Bandung, where there is a coffee shop whose development has experienced positive internal problems and several coffee shops that close outlets in the city of Bandung. Therefore, this study aims to investigate the City of Bandung local coffee houses' position in the organizational life cycle. The method of determining the life cycle of an organization is one model that can be applied in relation to the analysis of organizational situations. This study involved as many as 86 respondents from 397 existing populations. Small and medium-sized coffee shops require a clear and structured organizational system, which can be achieved by creating a formal organizational structure. Coffee shops also need a clear and structured organization system through the creation of a formal organizational structure and combat complacency by the government with initiatives that can be developed by employees and develop products that are supported, improving human resource management in terms of expertise, ability, and knowledge.
    Keywords: Organizational Life Cycle; Adizes Tools; Life Cycle Curves; Leadership; Strategic Management.

  • How does strategic planning-linked leadership and management process affect hospitals performance?   Order a copy of this article
    by Fahmi Natigor Nasution, Erlina , Yeni Absah, Rujiman Rujiman 
    Abstract: This study examines the effect of strategic planning on the relationship of leadership and management processes on hospital performance. This study uses a quantitative method with a total of 582 respondents which were selected using a convenience sampling technique. The collected data are analysed using AMOS structural equation model (SEM). The findings demonstrated a substantial correlation between leadership and management process and performance. On the other hand, the management process has a favourable impact while the leadership variable has a negative impact on performance. Moreover, the association between management process and performance is significantly impacted by a moderating variable of strategic planning, although the relationship between leadership and performance is not much impacted. In specifically for the health industry, this research advances TQM performance and practices.
    Keywords: total quality management; TQM; leadership; management process; hospital; performance; structural equation model; SEM.
    DOI: 10.1504/IJPLM.2023.10059693
     
  • Agile marketing competency and innovation capability mediating on new product management for industrial business development guidelines   Order a copy of this article
    by Kanyarat Sukhawatthanakun, Supannika Supapon 
    Abstract: As an essential stage in product lifecycle management, new product development creates differentiation and competitiveness over industrial competitors and supports the countries economic growth. This study aimed to examine the elements of new product management and develop a structural equation model by testing the roles of agile marketing competency and innovation capability as mediating effects of the industrial business development guidelines. The quantitative data was collected from 500 top executives involved in product development, both general and S-Curve/New S-Curve industries in Thailand, using a questionnaire; the data was analysed through descriptive, inference, and multivariate statistics. S-CFA and SEM model showed a positive relation between 38 observed variable factors under five elements: customer centricity, innovation capability, agile marketing competency, dynamics business management, and product development. In addition, the H1H7 hypotheses were accepted as the significant value at 0.001 level. The empirical results theoretically contribute that executives must consider the innovation capability and the agile marketing competency mediating through customer centricity for driving new product development in the industrial business.
    Keywords: product lifecycle; new product management; product development; customer centricity; innovation capability; agile marketing competency; dynamics business management; S-Curve and New S-Curve industrial business.
    DOI: 10.1504/IJPLM.2023.10061468
     
  • Towards the integration of Lean 4.0 from the design phase of production systems: a new framework   Order a copy of this article
    by Rami Gdoura, Rémy Houssin, Amadou Coulibaly, Diala Dhouib 
    Abstract: Combining Lean and Industry 4.0 into a single integrated approach, known as Lean 4.0, can avoid the contradictions, costs of implication, and the time for the iterative integration of each concept practices. However, the manner and the impact of the integration of Lean 4.0 from the design phase of production systems remain unclear. The ultimate objective of our work is to present designers with a new framework for enhancing system performance right from the early design phase. This is achieved by integrating Lean thinking tools and Industry 4.0 technologies into the design phase of production systems. This paper conducts a comprehensive literature review focused on this integration. This paper brings as well empirical evidence, through a questionnaire survey, of the positive influence of integrating Lean 4.0 tools from the design phase on five design dimensions. The results show that integrating Lean 4.0 improves the design dimensions: efficiency, reactivity, and intelligence.
    Keywords: lean thinking; Industry 4.0; Lean 4.0; lean criteria; design dimension; production systems; empirical study.
    DOI: 10.1504/IJPLM.2024.10062684