Table I Effects and measures in... | Emerald Publishing

Table I

Effects and measures in literature reported on empirical cases

Effects	Measures in empirical cases
Customer satisfaction	Increased customer satisfaction, higher levels of quality/improved product quality, efficiency in process outcomes, reduction of failures/customer complaints, increased delivery ability (market on time) and delivery reliability (delivery time), productivity (increase of sales), improved performance quality (process/product/service), reduced time/increased speed (throughput time/lead time), faster decision making on-site (Skrinjar et al., 2008; Kohlbacher, 2010; Raschke and Ingraham, 2010; Kohlbacher and Reijers, 2013); Dijkman et al., 2016; Tarhan et al., 2015)
Employee satisfaction	More positive corporate climate, less internal conflict, commitment, mutual trust, improved collaboration/cooperation, work organization, relationships with suppliers, improved transparency (responsibility/information), trust in leadership, new leadership style (coaching) and alignment of objectives, prepared to go extra mile (McCormack and Johnson, 2001; Skrinjar et al., 2008; Kohlbacher, 2010). Increased employee satisfaction, innovativeness, the customer is well-known, customer integration, improved staff morale, learning, “esprit de corps” and performance, new employees can faster/better adjust to the new job (Skrinjar et al., 2008; Kohlbacher, 2010; Zaheer et al., 2010; Tang et al., 2013; Dijkman et al., 2016)
Financial results	Increased company value, market responsiveness, market share and competitiveness, profitability, cost reduction, lower (inventory) costs, increase of earnings/sales/profits, equity ratio, net profit margin and operating profit, new employments (Skrinjar et al., 2008; Kohlbacher, 2010; Tarhan et al., 2015)
Operational performance	Improved overall business performance, interdepartmental connectedness, control, communication and flexibility, greater connectedness, reduced inter-functional/departmental conflicts and realization progress/project success, standardization and integration of IT architecture and reduction on inventory/required space for production, increased operational complexity, duplication of functional expertise (McCormack and Johnson, 2001; Skrinjar et al., 2008; Kohlbacher, 2010; Kohlbacher and Reijers, 2013; Dijkman et al., 2016)

Effects	Measures in empirical cases
Customer satisfaction	Increased customer satisfaction, higher levels of quality/improved product quality, efficiency in process outcomes, reduction of failures/customer complaints, increased delivery ability (market on time) and delivery reliability (delivery time), productivity (increase of sales), improved performance quality (process/product/service), reduced time/increased speed (throughput time/lead time), faster decision making on-site (Skrinjar et al., 2008; Kohlbacher, 2010; Raschke and Ingraham, 2010; Kohlbacher and Reijers, 2013); Dijkman et al., 2016; Tarhan et al., 2015)
Employee satisfaction	More positive corporate climate, less internal conflict, commitment, mutual trust, improved collaboration/cooperation, work organization, relationships with suppliers, improved transparency (responsibility/information), trust in leadership, new leadership style (coaching) and alignment of objectives, prepared to go extra mile (McCormack and Johnson, 2001; Skrinjar et al., 2008; Kohlbacher, 2010). Increased employee satisfaction, innovativeness, the customer is well-known, customer integration, improved staff morale, learning, “esprit de corps” and performance, new employees can faster/better adjust to the new job (Skrinjar et al., 2008; Kohlbacher, 2010; Zaheer et al., 2010; Tang et al., 2013; Dijkman et al., 2016)
Financial results	Increased company value, market responsiveness, market share and competitiveness, profitability, cost reduction, lower (inventory) costs, increase of earnings/sales/profits, equity ratio, net profit margin and operating profit, new employments (Skrinjar et al., 2008; Kohlbacher, 2010; Tarhan et al., 2015)
Operational performance	Improved overall business performance, interdepartmental connectedness, control, communication and flexibility, greater connectedness, reduced inter-functional/departmental conflicts and realization progress/project success, standardization and integration of IT architecture and reduction on inventory/required space for production, increased operational complexity, duplication of functional expertise (McCormack and Johnson, 2001; Skrinjar et al., 2008; Kohlbacher, 2010; Kohlbacher and Reijers, 2013; Dijkman et al., 2016)