Pub Date : 2021-12-09DOI: 10.1108/ijopm-05-2021-0348
C. Harland, L. Knight, Andrea S. Patrucco, Jane Lynch, J. Telgen, Esmee Peters, T. Tátrai, P. Ferk
PurposeThe procurement and supply of crucial healthcare products in the early stages of the COVID-19 emergency were chaotic. To prepare for future crises, we must be able to describe what went wrong, and why, and map out ways to build agility and resilience. How can this be done effectively, given the highly complex and diverse network of actors across governments, care providers and supply chains, and the extreme uncertainty and dynamism in the procurement system and supplier markets? The purpose of this study was to capture learning from practitioners in “real time” in a way that could frame and inform capacity building across healthcare systems with varying procurement and supply management maturity.Design/methodology/approachThis exploratory study involved interviews with 58 senior public procurement practitioners in central and regional governments, NGOs and leaders of professional organizations from 23 countries, very early in the COVID crisis. Following the first, inductive phase of analysis leading to five descriptive dimensions, the awareness-motivation-capability (A-M-C) framework was applied in a further round of coding, to understand immediate challenges faced by procurement practitioners, how the complex, multi-level procurement system that shaped their motivations to respond and critical capabilities required to face these challenges.FindingsDevelopments across 23 countries and practitioners' learning about procurement and supply in the pandemic crisis can be captured in five overarching themes: governance and organization, knowledge and skills, information systems, regulation and supply base issues. Together these themes cover the strengths and gaps in procurement and supply capability encountered by procurement leaders and front-line personnel. They highlight the various facets of structure, resource and process which constitute organizational capability. However, to account better for the highly dynamic situation characterized by both unprecedented rivalry and cooperation, analysts must also pay attention to actors' emerging awareness of the situation and their rapidly changing motivations.Originality/valueThe application of the A-M-C framework is unique in the healthcare supply chain and disaster management literature. It enables a comprehensive overview of healthcare procurement from a system perspective. This study shows how increasing system preparedness for future emergencies depends both on developing critical capabilities and understanding how awareness and motivation influence the effective deployment of those capabilities.
{"title":"Practitioners' learning about healthcare supply chain management in the COVID-19 pandemic: a public procurement perspective","authors":"C. Harland, L. Knight, Andrea S. Patrucco, Jane Lynch, J. Telgen, Esmee Peters, T. Tátrai, P. Ferk","doi":"10.1108/ijopm-05-2021-0348","DOIUrl":"https://doi.org/10.1108/ijopm-05-2021-0348","url":null,"abstract":"PurposeThe procurement and supply of crucial healthcare products in the early stages of the COVID-19 emergency were chaotic. To prepare for future crises, we must be able to describe what went wrong, and why, and map out ways to build agility and resilience. How can this be done effectively, given the highly complex and diverse network of actors across governments, care providers and supply chains, and the extreme uncertainty and dynamism in the procurement system and supplier markets? The purpose of this study was to capture learning from practitioners in “real time” in a way that could frame and inform capacity building across healthcare systems with varying procurement and supply management maturity.Design/methodology/approachThis exploratory study involved interviews with 58 senior public procurement practitioners in central and regional governments, NGOs and leaders of professional organizations from 23 countries, very early in the COVID crisis. Following the first, inductive phase of analysis leading to five descriptive dimensions, the awareness-motivation-capability (A-M-C) framework was applied in a further round of coding, to understand immediate challenges faced by procurement practitioners, how the complex, multi-level procurement system that shaped their motivations to respond and critical capabilities required to face these challenges.FindingsDevelopments across 23 countries and practitioners' learning about procurement and supply in the pandemic crisis can be captured in five overarching themes: governance and organization, knowledge and skills, information systems, regulation and supply base issues. Together these themes cover the strengths and gaps in procurement and supply capability encountered by procurement leaders and front-line personnel. They highlight the various facets of structure, resource and process which constitute organizational capability. However, to account better for the highly dynamic situation characterized by both unprecedented rivalry and cooperation, analysts must also pay attention to actors' emerging awareness of the situation and their rapidly changing motivations.Originality/valueThe application of the A-M-C framework is unique in the healthcare supply chain and disaster management literature. It enables a comprehensive overview of healthcare procurement from a system perspective. This study shows how increasing system preparedness for future emergencies depends both on developing critical capabilities and understanding how awareness and motivation influence the effective deployment of those capabilities.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-12-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42917315","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-30DOI: 10.1108/ijopm-02-2021-0098
J. Santos, Sandro Cabral
PurposeThis paper explores how public buyers' capabilities promote collaboration with private suppliers to obtain enhanced performance in complex projects.Design/methodology/approachThe authors conducted two case studies on the procurement of complex military projects by the Brazilian armed forces involving public buyers and private suppliers. The authors followed the Gioia methodology to inductively analyze data from interviews, official documents, media articles and project meeting notes.FindingsThe authors identified public procurement capabilities that are antecedents of collaborative trust-based relationships with suppliers in complex public-private projects. The authors unpack these capabilities in three subsets: abilities to manage the bidding and contracting process, to handle relationships with prominent stakeholders, such as audit control bodies and to manage knowledge acquired within and across current and past projects. By developing these capabilities, public buyers can build collaborative trust-based relationships with suppliers, which enable the conciliation of operational performance (i.e. on-time delivery, budget and scope compliance) and policy goals (i.e. inclusion of local suppliers in supply chains).Originality/valueThe authors extend the literature on the enablers of trust and collaboration in buyer-supplier relationships by providing a detailed account of which capabilities are necessary on the buyer side in complex projects, especially when accountability standards create barriers for collaborative practices. The authors also reinforce the importance of the operations and supply chain management scholarship in policy debates by showing how buyer-supplier interactions can create value in complex projects with public and private sectors.
{"title":"Public procurement capabilities as engines for collaboration and enhanced performance in complex projects","authors":"J. Santos, Sandro Cabral","doi":"10.1108/ijopm-02-2021-0098","DOIUrl":"https://doi.org/10.1108/ijopm-02-2021-0098","url":null,"abstract":"PurposeThis paper explores how public buyers' capabilities promote collaboration with private suppliers to obtain enhanced performance in complex projects.Design/methodology/approachThe authors conducted two case studies on the procurement of complex military projects by the Brazilian armed forces involving public buyers and private suppliers. The authors followed the Gioia methodology to inductively analyze data from interviews, official documents, media articles and project meeting notes.FindingsThe authors identified public procurement capabilities that are antecedents of collaborative trust-based relationships with suppliers in complex public-private projects. The authors unpack these capabilities in three subsets: abilities to manage the bidding and contracting process, to handle relationships with prominent stakeholders, such as audit control bodies and to manage knowledge acquired within and across current and past projects. By developing these capabilities, public buyers can build collaborative trust-based relationships with suppliers, which enable the conciliation of operational performance (i.e. on-time delivery, budget and scope compliance) and policy goals (i.e. inclusion of local suppliers in supply chains).Originality/valueThe authors extend the literature on the enablers of trust and collaboration in buyer-supplier relationships by providing a detailed account of which capabilities are necessary on the buyer side in complex projects, especially when accountability standards create barriers for collaborative practices. The authors also reinforce the importance of the operations and supply chain management scholarship in policy debates by showing how buyer-supplier interactions can create value in complex projects with public and private sectors.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44307682","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-26DOI: 10.1108/ijopm-06-2021-0408
Pär Åhlström, P. Danese, P. Hines, Torbjørn H. Netland, D. Powell, Rachna Shah, M. Thürer, Desirée H. van Dun
PurposeLean remains popular in a wide range of private and public sectors and continues to attract a significant amount of research. However, most of this research is not grounded in theory. This paper presents and discusses different expert viewpoints on the role of theory in lean research and practice and provides guidelines for future research.Design/methodology/approachSeven experienced lean authors independently provide their views to the question “is Lean a theory?” before Rachna Shah summarizes the viewpoints and provides a holistic outlook for lean research.FindingsAuthors agree, disagree and sometimes agree to disagree. However, a close look reveals agreement on several key points. The paper concludes that Lean is not a theory but has plenty of theoretical underpinnings. Many lean-related theories provide promising opportunities for future research.Originality/valueAs researchers, we are asked to justify our research drawing on “theory,” but what does that mean for a practice-driven phenomenon such as lean? This paper provides answers and directions for future research.
{"title":"Is lean a theory? Viewpoints and outlook","authors":"Pär Åhlström, P. Danese, P. Hines, Torbjørn H. Netland, D. Powell, Rachna Shah, M. Thürer, Desirée H. van Dun","doi":"10.1108/ijopm-06-2021-0408","DOIUrl":"https://doi.org/10.1108/ijopm-06-2021-0408","url":null,"abstract":"PurposeLean remains popular in a wide range of private and public sectors and continues to attract a significant amount of research. However, most of this research is not grounded in theory. This paper presents and discusses different expert viewpoints on the role of theory in lean research and practice and provides guidelines for future research.Design/methodology/approachSeven experienced lean authors independently provide their views to the question “is Lean a theory?” before Rachna Shah summarizes the viewpoints and provides a holistic outlook for lean research.FindingsAuthors agree, disagree and sometimes agree to disagree. However, a close look reveals agreement on several key points. The paper concludes that Lean is not a theory but has plenty of theoretical underpinnings. Many lean-related theories provide promising opportunities for future research.Originality/valueAs researchers, we are asked to justify our research drawing on “theory,” but what does that mean for a practice-driven phenomenon such as lean? This paper provides answers and directions for future research.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"1 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41321830","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-23DOI: 10.1108/ijopm-04-2021-0247
Adelina Gnanlet, Luv Sharma, C. McDermott, Muge Yayla-Kullu
PurposeAs a way of alleviating nursing workforce shortages, health care managers are employing two types of workforce flexibility: supplemental staffing and floating among units. In this paper, the authors investigate the moderating effects of two critical situational variables – namely, job-level workload and severity of illness (SOI) in a given unit – on the relationship between workforce flexibility and quality of care as assessed by the nurses at the unit-level.Design/methodology/approachThe authors empirically test the relationship between a unit's floating of nurses and the use of supplemental workforce on the quality of patient care and the moderating role of patient SOI and job-level workload on this relationship using 357 hospital-unit observations.FindingsThe authors find that situational variables play a critical role in flexible staffing strategies and they should be accounted for carefully to obtain the best quality of care outcomes. The authors find that the well-known negative effect of supplemental staffing on quality of care is not universal and appears to be moderated by the situational factors studied in this paper.Practical implicationsFor best outcomes, staffing manager who oversee multiple units should use supplemental staff on units that have lower job-level workload and on units that have high severity of illness. The authors also find that managers of units with patients who are less-severely ill should encourage nurses to float out and return to their home unit. This strategy will improve quality of patient care in the home unit.Originality/valueWhile some research analyzes the direct link between flexibility and quality performance, how this relationship is affected by varying situational factors within a unit has not been studied so far.
{"title":"Impact of workforce flexibility on quality of care: moderating effects of workload and severity of illness","authors":"Adelina Gnanlet, Luv Sharma, C. McDermott, Muge Yayla-Kullu","doi":"10.1108/ijopm-04-2021-0247","DOIUrl":"https://doi.org/10.1108/ijopm-04-2021-0247","url":null,"abstract":"PurposeAs a way of alleviating nursing workforce shortages, health care managers are employing two types of workforce flexibility: supplemental staffing and floating among units. In this paper, the authors investigate the moderating effects of two critical situational variables – namely, job-level workload and severity of illness (SOI) in a given unit – on the relationship between workforce flexibility and quality of care as assessed by the nurses at the unit-level.Design/methodology/approachThe authors empirically test the relationship between a unit's floating of nurses and the use of supplemental workforce on the quality of patient care and the moderating role of patient SOI and job-level workload on this relationship using 357 hospital-unit observations.FindingsThe authors find that situational variables play a critical role in flexible staffing strategies and they should be accounted for carefully to obtain the best quality of care outcomes. The authors find that the well-known negative effect of supplemental staffing on quality of care is not universal and appears to be moderated by the situational factors studied in this paper.Practical implicationsFor best outcomes, staffing manager who oversee multiple units should use supplemental staff on units that have lower job-level workload and on units that have high severity of illness. The authors also find that managers of units with patients who are less-severely ill should encourage nurses to float out and return to their home unit. This strategy will improve quality of patient care in the home unit.Originality/valueWhile some research analyzes the direct link between flexibility and quality performance, how this relationship is affected by varying situational factors within a unit has not been studied so far.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42835871","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-18DOI: 10.1108/ijopm-02-2021-0122
Fabian Nevries, Carl Marcus Wallenburg
PurposeThe study aims to develop an organizational culture typology and explore how different logistics service provider (LSP) and customer archetypes interact to generate performance improvements in logistics outsourcing relationships.Design/methodology/approachA multiple case study approach with 12 dyads was employed. Interviews as well as public and internal data from LSPs and customers were analyzed.FindingsThe results reveal four archetypes each for LSPs and customers, characterized by two dimensions: “activeness” and “openness”. Furthermore, analyzing the interaction among the archetypes, three relationship patterns are identified (“static”, “restrained”, and “progressive”) that differ in the exploratory and exploitative improvement outcomes.Research limitations/implicationsThe study contributes to theory development at the intersection of organizational culture and logistics outsourcing.Originality/valueThe study provides a typology of organizational culture in logistics outsourcing and how different archetypes interact to generate improvements.
{"title":"Performance improvements in logistics outsourcing relationships: the role of LSP and customer organizational culture archetypes","authors":"Fabian Nevries, Carl Marcus Wallenburg","doi":"10.1108/ijopm-02-2021-0122","DOIUrl":"https://doi.org/10.1108/ijopm-02-2021-0122","url":null,"abstract":"PurposeThe study aims to develop an organizational culture typology and explore how different logistics service provider (LSP) and customer archetypes interact to generate performance improvements in logistics outsourcing relationships.Design/methodology/approachA multiple case study approach with 12 dyads was employed. Interviews as well as public and internal data from LSPs and customers were analyzed.FindingsThe results reveal four archetypes each for LSPs and customers, characterized by two dimensions: “activeness” and “openness”. Furthermore, analyzing the interaction among the archetypes, three relationship patterns are identified (“static”, “restrained”, and “progressive”) that differ in the exploratory and exploitative improvement outcomes.Research limitations/implicationsThe study contributes to theory development at the intersection of organizational culture and logistics outsourcing.Originality/valueThe study provides a typology of organizational culture in logistics outsourcing and how different archetypes interact to generate improvements.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42734508","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-01DOI: 10.1108/ijopm-06-2021-0381
Harri Lorentz, Sini Laari, J. Meehan, Michael Eßig, M. Henke
PurposeIn the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at the supply management subunit level (e.g. category of items). Drawing on the attention-based view of the firm, the authors model the attentional antecedents of supply resilience as (1) attentional perspectives and (2) attentional selection. Attentional perspectives focus on either supply risk sources or supply network recoverability, and both are hypothesised to have a direct positive association with supply resilience. Attentional selection is top down or bottom up when it comes to disruption detection, and these are hypothesised to moderate the association between disruption risk management perspectives and resilience.Design/methodology/approachConducted at the early phases of the COVID-19 pandemic, this study employs a hierarchical regression analysis on a multicountry survey of 190 procurement professionals, each responding from the perspective of their own subunit area of supply responsibility.FindingsBoth attentional disruption risk management perspectives are needed to achieve supply resilience, and neither is superior in terms of achieving supply resilience. Both the efficiency of the top down and exposure to the unexpected with the bottom up are needed – to a balanced degree – for improved supply resilience.Practical implicationsThe results encourage firms to purposefully develop their supply risk management practices, first, to include both perspectives and, second, to avoid biases in attentional selection for disruption detection. Ensuring a more balanced approach may allow firms to improve their supply resilience.Originality/valueThe results contribute to the understanding of the microfoundations that underpin firms' operational capabilities for supply risk and disruption management and possible attentional biases.
{"title":"An attention-based view of supply disruption risk management: balancing biased attentional processing for improved resilience in the COVID-19 context","authors":"Harri Lorentz, Sini Laari, J. Meehan, Michael Eßig, M. Henke","doi":"10.1108/ijopm-06-2021-0381","DOIUrl":"https://doi.org/10.1108/ijopm-06-2021-0381","url":null,"abstract":"PurposeIn the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at the supply management subunit level (e.g. category of items). Drawing on the attention-based view of the firm, the authors model the attentional antecedents of supply resilience as (1) attentional perspectives and (2) attentional selection. Attentional perspectives focus on either supply risk sources or supply network recoverability, and both are hypothesised to have a direct positive association with supply resilience. Attentional selection is top down or bottom up when it comes to disruption detection, and these are hypothesised to moderate the association between disruption risk management perspectives and resilience.Design/methodology/approachConducted at the early phases of the COVID-19 pandemic, this study employs a hierarchical regression analysis on a multicountry survey of 190 procurement professionals, each responding from the perspective of their own subunit area of supply responsibility.FindingsBoth attentional disruption risk management perspectives are needed to achieve supply resilience, and neither is superior in terms of achieving supply resilience. Both the efficiency of the top down and exposure to the unexpected with the bottom up are needed – to a balanced degree – for improved supply resilience.Practical implicationsThe results encourage firms to purposefully develop their supply risk management practices, first, to include both perspectives and, second, to avoid biases in attentional selection for disruption detection. Ensuring a more balanced approach may allow firms to improve their supply resilience.Originality/valueThe results contribute to the understanding of the microfoundations that underpin firms' operational capabilities for supply risk and disruption management and possible attentional biases.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"1 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62770026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-29DOI: 10.1108/ijopm-02-2021-0081
Andrea Bellisario, A. Pavlov, Martijn Pieter van der Steen
PurposeThis paper aims to address an important theoretical shortcoming in the conceptualization of internal alignment by investigating the cognitive processes involved in aligning operations with strategy and the role of performance measurement (PM) in sustaining these processes.Design/methodology/approachA theory-building study investigates the process of using PM to drive the implementation of a new strategy in a large beer manufacturer in Italy. The study uses a sensemaking perspective to theorize the findings. Data were collected through semi-structured interviews, field observations and company documents.FindingsThis study develops a theoretical model suggesting that establishing and maintaining internal alignment occurs through seeking, assembling, adjusting and finalizing the meaning of how strategic priorities inform local action. PM plays a central role in this process by providing interpretive support.Research limitations/implicationsThis article advances a cognition-centred view of internal alignment that complements the behavioural aspect of the phenomenon emphasized in prior literature.Practical implicationsUsing PM for aligning operations with strategy is a complex and iterative process that requires time and effort and generates temporary stability. Managers may need to complement traditional approaches to alignment with providing space for sensemaking.Originality/valueThe paper proposes a view of internal alignment as an ongoing interpretive process that is sustained by PM. This process brings about the consistency of meanings that generates strategy-consistent behaviours.
{"title":"The role of performance measurement in aligning operations with strategy: sustaining cognitive processes of internal alignment","authors":"Andrea Bellisario, A. Pavlov, Martijn Pieter van der Steen","doi":"10.1108/ijopm-02-2021-0081","DOIUrl":"https://doi.org/10.1108/ijopm-02-2021-0081","url":null,"abstract":"PurposeThis paper aims to address an important theoretical shortcoming in the conceptualization of internal alignment by investigating the cognitive processes involved in aligning operations with strategy and the role of performance measurement (PM) in sustaining these processes.Design/methodology/approachA theory-building study investigates the process of using PM to drive the implementation of a new strategy in a large beer manufacturer in Italy. The study uses a sensemaking perspective to theorize the findings. Data were collected through semi-structured interviews, field observations and company documents.FindingsThis study develops a theoretical model suggesting that establishing and maintaining internal alignment occurs through seeking, assembling, adjusting and finalizing the meaning of how strategic priorities inform local action. PM plays a central role in this process by providing interpretive support.Research limitations/implicationsThis article advances a cognition-centred view of internal alignment that complements the behavioural aspect of the phenomenon emphasized in prior literature.Practical implicationsUsing PM for aligning operations with strategy is a complex and iterative process that requires time and effort and generates temporary stability. Managers may need to complement traditional approaches to alignment with providing space for sensemaking.Originality/valueThe paper proposes a view of internal alignment as an ongoing interpretive process that is sustained by PM. This process brings about the consistency of meanings that generates strategy-consistent behaviours.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41551904","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-26DOI: 10.1108/ijopm-08-2021-0502
E. Bendoly, Daniel G. Bachrach, Terry L. Esper, Christian C. Blanco, J. Iversen, Yong Yin
PurposeTop-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.Design/methodology/approachIn study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.FindingsResults show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.Research limitations/implicationsWhile the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.Practical implicationsThe associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.Social implicationsThe study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.Originality/valueThis work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.
{"title":"Operations in the upper echelons: leading sustainability through stewardship","authors":"E. Bendoly, Daniel G. Bachrach, Terry L. Esper, Christian C. Blanco, J. Iversen, Yong Yin","doi":"10.1108/ijopm-08-2021-0502","DOIUrl":"https://doi.org/10.1108/ijopm-08-2021-0502","url":null,"abstract":"PurposeTop-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.Design/methodology/approachIn study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.FindingsResults show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.Research limitations/implicationsWhile the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.Practical implicationsThe associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.Social implicationsThe study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.Originality/valueThis work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43656240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-15DOI: 10.1108/ijopm-05-2021-0317
Pietro Micheli, Gurpreet Muctor
PurposePerformance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly static and deterministic and therefore inappropriate for emergent and dynamic contexts, such as those that characterize business ecosystems.The study aims to address the roles of organizational PMM practices in the development and implementation of business ecosystem strategies.Design/methodology/approachThe authors carried out a qualitative, longitudinal study during 2016–2020 at a Japanese multinational technology corporation attempting to create an ecosystem strategy to expand its market and diversify its offering. The authors collected interview, observation and archival data, spanning the period from framing the initial strategy to establishing the ecosystem.FindingsThe process of developing and implementing the ecosystem strategy was emergent and highly iterative, rather than planned and linear, eventually requiring key decision-makers in the company to challenge some of their deeply held assumptions. PMM practices first acted as barriers to ecosystem development by promoting an excessive focus on revenue generation. Once modified, PMM helped capture, convey and reassess the ecosystem strategy. Performance targets, indicators and strategy maps were not just data gathering and reporting mechanisms but key means to express competing perspectives.Practical implicationsWhen developing an ecosystem strategy, managers should adopt a participatory and iterative approach, reviewing the complementary effects of various PMM tools at different points in time.Originality/valueThe study is among the first to provide an in-depth account of ecosystem strategy creation and implementation and to identify the diverse roles and effects of PMM practices in dynamic and complex contexts.
{"title":"The roles of performance measurement and management in the development and implementation of business ecosystem strategies","authors":"Pietro Micheli, Gurpreet Muctor","doi":"10.1108/ijopm-05-2021-0317","DOIUrl":"https://doi.org/10.1108/ijopm-05-2021-0317","url":null,"abstract":"PurposePerformance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly static and deterministic and therefore inappropriate for emergent and dynamic contexts, such as those that characterize business ecosystems.The study aims to address the roles of organizational PMM practices in the development and implementation of business ecosystem strategies.Design/methodology/approachThe authors carried out a qualitative, longitudinal study during 2016–2020 at a Japanese multinational technology corporation attempting to create an ecosystem strategy to expand its market and diversify its offering. The authors collected interview, observation and archival data, spanning the period from framing the initial strategy to establishing the ecosystem.FindingsThe process of developing and implementing the ecosystem strategy was emergent and highly iterative, rather than planned and linear, eventually requiring key decision-makers in the company to challenge some of their deeply held assumptions. PMM practices first acted as barriers to ecosystem development by promoting an excessive focus on revenue generation. Once modified, PMM helped capture, convey and reassess the ecosystem strategy. Performance targets, indicators and strategy maps were not just data gathering and reporting mechanisms but key means to express competing perspectives.Practical implicationsWhen developing an ecosystem strategy, managers should adopt a participatory and iterative approach, reviewing the complementary effects of various PMM tools at different points in time.Originality/valueThe study is among the first to provide an in-depth account of ecosystem strategy creation and implementation and to identify the diverse roles and effects of PMM practices in dynamic and complex contexts.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45877448","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-15DOI: 10.1108/ijopm-05-2021-0350
Yuan Huang, D. Eyers, M. Stevenson, M. Thürer
PurposeThe study aims to examine a discrepant industrial case that demonstrates how to achieve economies of scale with additive manufacturing (AM), thereby expanding the scope of AM beyond high-variety, customised production contexts.Design/methodology/approachAbductive reasoning is applied to analyse a case of using AM to compete with conventional production, winning a contract to supply 7,700,000 products. Comparing this case to existing theories and contemporary practices reveals new research directions and practical insights.FindingsEconomies of scale were realised through a combination of technological innovation and the adoption of operations management practices atypical of AM shops (e.g. design for volume, low-cost resource deployment and material flow optimisation). The former improved AM process parameters in terms of time, cost and dependability; the latter improved the entire manufacturing system, including non-AM operations/resources. This system-wide improvement has been largely overlooked in the literature, where AM is typically viewed as a disruptive technology that simplifies manufacturing processes and shortens supply chains.Originality/valueIt is empirically shown that an AM shop can achieve economies of scale and compete with conventional manufacturing in high-volume, standardised production contexts.
{"title":"Breaking the mould: achieving high-volume production output with additive manufacturing","authors":"Yuan Huang, D. Eyers, M. Stevenson, M. Thürer","doi":"10.1108/ijopm-05-2021-0350","DOIUrl":"https://doi.org/10.1108/ijopm-05-2021-0350","url":null,"abstract":"PurposeThe study aims to examine a discrepant industrial case that demonstrates how to achieve economies of scale with additive manufacturing (AM), thereby expanding the scope of AM beyond high-variety, customised production contexts.Design/methodology/approachAbductive reasoning is applied to analyse a case of using AM to compete with conventional production, winning a contract to supply 7,700,000 products. Comparing this case to existing theories and contemporary practices reveals new research directions and practical insights.FindingsEconomies of scale were realised through a combination of technological innovation and the adoption of operations management practices atypical of AM shops (e.g. design for volume, low-cost resource deployment and material flow optimisation). The former improved AM process parameters in terms of time, cost and dependability; the latter improved the entire manufacturing system, including non-AM operations/resources. This system-wide improvement has been largely overlooked in the literature, where AM is typically viewed as a disruptive technology that simplifies manufacturing processes and shortens supply chains.Originality/valueIt is empirically shown that an AM shop can achieve economies of scale and compete with conventional manufacturing in high-volume, standardised production contexts.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48718181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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