Pub Date : 2021-10-12DOI: 10.1108/ijopm-09-2021-904
S. Fosso Wamba, M. Queiroz, Samuel Roscoe, W. Phillips, Dharm Kapletia, A. Azadegan
1. The role of emerging technologies in emergency situations The world is witnessing an unprecedented upheaval in global operations and supply chains (Azadegan and Dooley, 2021; Scholten et al., 2020). Increasingly occurring natural disasters and the COVID-19 pandemic have plunged organisations into a state of emergency, with many fighting for their very survival (Ivanov, 2020; Queiroz et al., 2020; Schleper et al., 2021). Be they large or small, short-lived or sustaining for some time, emergency situations present a potential risk to an individual’s health and livelihood, organisational and societal welfare and to thewider environment (van deWalle andTuroff, 2008; Sarkis, 2021). Emergency situations typically require urgent action to restore operations to the previous scenario or new strategies for survivability and adaptation to an entirely new context (Ivanov and Dolgui, 2020b; O’Flynn, 2020). Due to the scale and immediacy of these events, a range of actors is often involved, including governments, non-governmental organisations and businesses that need to work together to mitigate threats to life and property. To find a way out of today’s emergency situations, managers urgently require guidance on how to rapidly redeploy operational resources and build resilience (Ivanov and Dolgui, 2021; Remko, 2020). Emerging technologies such as those related to Industry 4.0 are well-positioned to help organisations rebuild and reconfigure their resilience capabilities (Koh et al., 2019; Spieske and Birkel, 2021). Recent scholarly work on emerging technologies has deepened our understanding of Industry 4.0 in a supply-chain context, including research on blockchain (Wamba and Queiroz, 2020), artificial intelligence (AI) (Dwivedi et al., 2019), big data analytics (Fosso Wamba and Akter, 2019; Kache and Seuring, 2017), the Internet of Things (IoT) (Schroeder et al., 2020) and 3Dprinting (Kapletia et al., 2019; Roscoe et al., 2019). However, one area that has received limited scholarly attention is deploying emerging technologies in emergency situations. Technology has always been and continues to act as an enabler of enhanced performance. Despite the scarcity of research, it is clear that emerging technologies can act as a coordination mechanism and flexible manufacturing tool when responding to emergencies (Queiroz and Fosso Wamba, 2021), supporting localised manufacturing close to the point of need (Srai et al., 2020). Recent advancements in digital technologies can enhance planning, mobilisation and management during emergency situations. For example, AI and business analytics can quickly identify populations in distress (Fosso Wamba et al., 2021). Social media combined with big data analytics can coordinate the relief efforts of local volunteers during disasters (Dubey et al., 2019; Guest editorial
1. 新兴技术在紧急情况下的作用全球业务和供应链正在经历前所未有的剧变(Azadegan和Dooley, 2021;Scholten et al.， 2020)。越来越多的自然灾害和COVID-19大流行使组织陷入紧急状态，许多组织为生存而战(Ivanov, 2020;Queiroz et al.， 2020;Schleper et al.， 2021)。紧急情况无论大小、短期或持续一段时间，都对个人的健康和生计、组织和社会福利以及更广泛的环境构成潜在风险(van deWalle和turoff, 2008年;Sarkis博士,2021)。紧急情况通常需要采取紧急行动，将业务恢复到以前的情景，或制定新的生存和适应全新情况的战略(伊万诺夫和多尔吉，2020年b;O 'Flynn, 2020)。由于这些事件的规模和即时性，通常涉及一系列行动者，包括政府、非政府组织和企业，他们需要共同努力减轻对生命和财产的威胁。为了找到摆脱当今紧急情况的方法，管理人员迫切需要关于如何快速重新部署业务资源和建立弹性的指导(Ivanov和Dolgui, 2021;Remko, 2020)。与工业4.0相关的新兴技术有助于组织重建和重新配置其弹性能力(Koh等人，2019;Spieske和Birkel, 2021)。最近关于新兴技术的学术工作加深了我们对供应链背景下工业4.0的理解，包括区块链(Wamba和Queiroz, 2020)、人工智能(AI) (Dwivedi等人，2019)、大数据分析(Fosso Wamba和Akter, 2019;Kache和Seuring, 2017)，物联网(IoT) (Schroeder等人，2020)和3d打印(Kapletia等人，2019;罗斯科等人，2019)。然而，学术界关注有限的一个领域是在紧急情况下部署新兴技术。技术一直是并将继续作为增强性能的推动者。尽管缺乏研究，但很明显，新兴技术在应对紧急情况时可以作为协调机制和灵活的制造工具(Queiroz和Fosso Wamba, 2021)，支持接近需求点的本地化制造(Srai等人，2020)。数字技术的最新进展可以加强紧急情况下的规划、动员和管理。例如，人工智能和商业分析可以快速识别处于困境中的人群(Fosso Wamba等人，2021)。社交媒体结合大数据分析可以在灾害期间协调当地志愿者的救援工作(Dubey et al.， 2019;客人编辑
{"title":"Guest editorialEmerging technologies in emergency situations","authors":"S. Fosso Wamba, M. Queiroz, Samuel Roscoe, W. Phillips, Dharm Kapletia, A. Azadegan","doi":"10.1108/ijopm-09-2021-904","DOIUrl":"https://doi.org/10.1108/ijopm-09-2021-904","url":null,"abstract":"1. The role of emerging technologies in emergency situations The world is witnessing an unprecedented upheaval in global operations and supply chains (Azadegan and Dooley, 2021; Scholten et al., 2020). Increasingly occurring natural disasters and the COVID-19 pandemic have plunged organisations into a state of emergency, with many fighting for their very survival (Ivanov, 2020; Queiroz et al., 2020; Schleper et al., 2021). Be they large or small, short-lived or sustaining for some time, emergency situations present a potential risk to an individual’s health and livelihood, organisational and societal welfare and to thewider environment (van deWalle andTuroff, 2008; Sarkis, 2021). Emergency situations typically require urgent action to restore operations to the previous scenario or new strategies for survivability and adaptation to an entirely new context (Ivanov and Dolgui, 2020b; O’Flynn, 2020). Due to the scale and immediacy of these events, a range of actors is often involved, including governments, non-governmental organisations and businesses that need to work together to mitigate threats to life and property. To find a way out of today’s emergency situations, managers urgently require guidance on how to rapidly redeploy operational resources and build resilience (Ivanov and Dolgui, 2021; Remko, 2020). Emerging technologies such as those related to Industry 4.0 are well-positioned to help organisations rebuild and reconfigure their resilience capabilities (Koh et al., 2019; Spieske and Birkel, 2021). Recent scholarly work on emerging technologies has deepened our understanding of Industry 4.0 in a supply-chain context, including research on blockchain (Wamba and Queiroz, 2020), artificial intelligence (AI) (Dwivedi et al., 2019), big data analytics (Fosso Wamba and Akter, 2019; Kache and Seuring, 2017), the Internet of Things (IoT) (Schroeder et al., 2020) and 3Dprinting (Kapletia et al., 2019; Roscoe et al., 2019). However, one area that has received limited scholarly attention is deploying emerging technologies in emergency situations. Technology has always been and continues to act as an enabler of enhanced performance. Despite the scarcity of research, it is clear that emerging technologies can act as a coordination mechanism and flexible manufacturing tool when responding to emergencies (Queiroz and Fosso Wamba, 2021), supporting localised manufacturing close to the point of need (Srai et al., 2020). Recent advancements in digital technologies can enhance planning, mobilisation and management during emergency situations. For example, AI and business analytics can quickly identify populations in distress (Fosso Wamba et al., 2021). Social media combined with big data analytics can coordinate the relief efforts of local volunteers during disasters (Dubey et al., 2019; Guest editorial","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44398111","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 : 2021-10-12DOI: 10.1108/ijopm-10-2020-0684
A. Azadegan, Iana Shaheen, K. Linderman, Alireza Fereidooni
PurposeThe authors empirically determine the stages and leadership styles that enhance the effectiveness of firm response and recovery efforts during each stage.Design/methodology/approachThe authors use an inductive exploratory approach and mixed-method research design. Study 1 uses a combination of qualitative data gathered through two rounds of exploratory focus groups (26 managers and executives), Q-sorting (60 participants) and a confirmatory focus group (6 experts) to highlight how expert practitioners perceive the staged progression of a supply chain disruption. Study 2 uses responses from 90 experienced managers in an experimental vignette to determine the most effective leadership style during each stage.FindingsExpert practitioners are strongly partial to a two-staged disruption model that includes an early/response and late/recovery stage. They consider decisiveness to be the most effective style in the response stage. However, in the recovery stage, a style that combines decisiveness and task-centered leadership is perceived to be the most effective. Further, effective leadership hinges on applying distinct styles depending on the progression of events during supply chain disruptions.Originality/valueEmpirical evidence and validation of conceptual models on leadership behavior during crises are essentially nonexistent in the literature. This study is likely the first to pursue the subject of leadership during stages of crises and the first to offer empirical evidence thereof. Relatedly, the authors contribute to the growing research on crisis management, which is likely to receive even more attention as the frequency and size of crises facing organizations increase.
{"title":"Leadership styles in supply chain disruptions: a multimethod evaluation based on practitioner insights","authors":"A. Azadegan, Iana Shaheen, K. Linderman, Alireza Fereidooni","doi":"10.1108/ijopm-10-2020-0684","DOIUrl":"https://doi.org/10.1108/ijopm-10-2020-0684","url":null,"abstract":"PurposeThe authors empirically determine the stages and leadership styles that enhance the effectiveness of firm response and recovery efforts during each stage.Design/methodology/approachThe authors use an inductive exploratory approach and mixed-method research design. Study 1 uses a combination of qualitative data gathered through two rounds of exploratory focus groups (26 managers and executives), Q-sorting (60 participants) and a confirmatory focus group (6 experts) to highlight how expert practitioners perceive the staged progression of a supply chain disruption. Study 2 uses responses from 90 experienced managers in an experimental vignette to determine the most effective leadership style during each stage.FindingsExpert practitioners are strongly partial to a two-staged disruption model that includes an early/response and late/recovery stage. They consider decisiveness to be the most effective style in the response stage. However, in the recovery stage, a style that combines decisiveness and task-centered leadership is perceived to be the most effective. Further, effective leadership hinges on applying distinct styles depending on the progression of events during supply chain disruptions.Originality/valueEmpirical evidence and validation of conceptual models on leadership behavior during crises are essentially nonexistent in the literature. This study is likely the first to pursue the subject of leadership during stages of crises and the first to offer empirical evidence thereof. Relatedly, the authors contribute to the growing research on crisis management, which is likely to receive even more attention as the frequency and size of crises facing organizations increase.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46040728","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 : 2021-10-12DOI: 10.1108/ijopm-03-2021-0153
Luluk Lusiantoro, N. Yates
PurposeMaintaining a safe and available supply of blood requires a mindfully coordinated supply chain (SC) and is fundamental to the effective operation of health systems across the world. This study investigates how blood supply chain (BSC) actors demonstrate collective mindfulness (CM) principles in their operations and how these demonstrations lead to improvements in blood safety and availability (BSA) in different operational contexts.Design/methodology/approachSix case studies drawn from two contrasting BSCs, the UK and Indonesia, which differ in structure and regulation are investigated in this research. Qualitative data are collected and analysed using template analysis.FindingsThe cases reveal how the CM principles are demonstrated in the supply chain context in a range of operational conditions and their impact on BSA. The BSC actors in the more centralised and tightly regulated cases display more behaviours consistent with more of the CM principles over a greater range of operational conditions compared to those in the more decentralised and loosely regulated cases. As such, more improvements in BSA are found in the former compared to the latter cases.Originality/valueThis paper is considered the first to investigate the demonstration of CM principles at the SC as opposed to the single organisational level. It proposes an alternative approach to understanding and evaluating reliability performance using behavioural rather than statistical principles.
{"title":"Improving blood safety and availability: a collective mindfulness perspective in the supply chain","authors":"Luluk Lusiantoro, N. Yates","doi":"10.1108/ijopm-03-2021-0153","DOIUrl":"https://doi.org/10.1108/ijopm-03-2021-0153","url":null,"abstract":"PurposeMaintaining a safe and available supply of blood requires a mindfully coordinated supply chain (SC) and is fundamental to the effective operation of health systems across the world. This study investigates how blood supply chain (BSC) actors demonstrate collective mindfulness (CM) principles in their operations and how these demonstrations lead to improvements in blood safety and availability (BSA) in different operational contexts.Design/methodology/approachSix case studies drawn from two contrasting BSCs, the UK and Indonesia, which differ in structure and regulation are investigated in this research. Qualitative data are collected and analysed using template analysis.FindingsThe cases reveal how the CM principles are demonstrated in the supply chain context in a range of operational conditions and their impact on BSA. The BSC actors in the more centralised and tightly regulated cases display more behaviours consistent with more of the CM principles over a greater range of operational conditions compared to those in the more decentralised and loosely regulated cases. As such, more improvements in BSA are found in the former compared to the latter cases.Originality/valueThis paper is considered the first to investigate the demonstration of CM principles at the SC as opposed to the single organisational level. It proposes an alternative approach to understanding and evaluating reliability performance using behavioural rather than statistical principles.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46546745","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 : 2021-10-11DOI: 10.1108/ijopm-12-2020-0856
Meng Jia, M. Stevenson, L. Hendry
PurposeThis study aims to study how first-tier suppliers (FTs) operate as boundary-spanners between the focal firm and second-tier suppliers (STs) in extending sustainability-oriented supplier development (SSD) initiatives up the supply chain.Design/methodology/approachAn exploratory multi-case study approach in the apparel industry is adopted, comprised of four cases focused on occupational health and safety issues. The paper uses primary semi-structured interviews and observation data and secondary documents, and it is informed by the boundary-spanning and social capital theory.FindingsThe influence of downstream social capital on the upstream boundary-spanning actions of FTs is highlighted. More specifically, it is found that the cognitive and relational capital that exists in the downstream relationship between an FT and the focal firm affects whether the FT adopts compliance- or improvement-oriented boundary-spanning actions in their upstream relationships with STs. Particularly important aspects of cognitive and relational capital are highlighted while the phenomenon of FTs adding their own personal interpretation to sustainability requirements when fulfilling their boundary-spanning role is identified.Research limitations/implicationsA distinction is made between compliance- and improvement-oriented boundary-spanning actions. A deeper insight into the boundary-spanning role of FTs in extending SSD initiatives up the supply chain to STs is provided along with a deeper understanding of how this role is impacted by social capital.Practical implicationsFocal firms should seek to build adequate cognitive and relational capital with their FTs before deploying SSD initiatives to extend their reach further upstream in the supply chain. In doing so, it is also important to be cognisant of the social capital that exists between FTs and STs.Originality/valueThe paper contributes to the SSD literature by going beyond the buyer–FT dyad to examine the FT's boundary-spanning role in the wider buyer–FT–ST chain relationship. The study theoretically and empirically draws out the importance of relation-specific assets through the social capital lens.
{"title":"The boundary-spanning role of first-tier suppliers in sustainability-oriented supplier development initiatives","authors":"Meng Jia, M. Stevenson, L. Hendry","doi":"10.1108/ijopm-12-2020-0856","DOIUrl":"https://doi.org/10.1108/ijopm-12-2020-0856","url":null,"abstract":"PurposeThis study aims to study how first-tier suppliers (FTs) operate as boundary-spanners between the focal firm and second-tier suppliers (STs) in extending sustainability-oriented supplier development (SSD) initiatives up the supply chain.Design/methodology/approachAn exploratory multi-case study approach in the apparel industry is adopted, comprised of four cases focused on occupational health and safety issues. The paper uses primary semi-structured interviews and observation data and secondary documents, and it is informed by the boundary-spanning and social capital theory.FindingsThe influence of downstream social capital on the upstream boundary-spanning actions of FTs is highlighted. More specifically, it is found that the cognitive and relational capital that exists in the downstream relationship between an FT and the focal firm affects whether the FT adopts compliance- or improvement-oriented boundary-spanning actions in their upstream relationships with STs. Particularly important aspects of cognitive and relational capital are highlighted while the phenomenon of FTs adding their own personal interpretation to sustainability requirements when fulfilling their boundary-spanning role is identified.Research limitations/implicationsA distinction is made between compliance- and improvement-oriented boundary-spanning actions. A deeper insight into the boundary-spanning role of FTs in extending SSD initiatives up the supply chain to STs is provided along with a deeper understanding of how this role is impacted by social capital.Practical implicationsFocal firms should seek to build adequate cognitive and relational capital with their FTs before deploying SSD initiatives to extend their reach further upstream in the supply chain. In doing so, it is also important to be cognisant of the social capital that exists between FTs and STs.Originality/valueThe paper contributes to the SSD literature by going beyond the buyer–FT dyad to examine the FT's boundary-spanning role in the wider buyer–FT–ST chain relationship. The study theoretically and empirically draws out the importance of relation-specific assets through the social capital lens.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48272989","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 : 2021-09-30DOI: 10.1108/ijopm-08-2020-0505
A. Le, Tessa Tien Nguyen, Julian Ming-Sung Cheng
PurposeWhile strategic alliances is a concept increasingly discussed in the field of sustainable supply chain management (SSCM), an emerging and more crucial concept regarding alliances—namely, the alliance portfolio—is mostly ignored in the SSCM context. Mainly drawing on the categorisation–elaboration model (CEM), this research develops a three-layer model to explore the effects of three alliance portfolio diversity facets on the three triple-bottom-line SSCM performances through the mediation of sustainability collaboration.Design/methodology/approachThe field data are collected from 321 Vietnamese manufacturers. Scale accuracy is assessed through the confirmatory factor analysis method. Hierarchical linear regressions are applied to test the proposed model and hypotheses.FindingsPartner, governance, and functional alliance portfolio diversities have a U-shaped, inverted U-shaped, and positive linear effect, respectively, on sustainability collaboration. Sustainability collaboration is in turn found to enhance the SSCM performances in terms of economic, environmental, and social.Originality/valueThis research introduced a new theoretical lens, CEM, to the SSCM field. It also provided findings that can help firms to manage their alliance portfolios more dynamically in terms of the nature and diversity level of the portfolio and in a way that adds to the triple bottom line through the mediating effect of sustainability collaboration.
{"title":"Enhancing sustainable supply chain management performance through alliance portfolio diversity: the mediating effect of sustainability collaboration","authors":"A. Le, Tessa Tien Nguyen, Julian Ming-Sung Cheng","doi":"10.1108/ijopm-08-2020-0505","DOIUrl":"https://doi.org/10.1108/ijopm-08-2020-0505","url":null,"abstract":"PurposeWhile strategic alliances is a concept increasingly discussed in the field of sustainable supply chain management (SSCM), an emerging and more crucial concept regarding alliances—namely, the alliance portfolio—is mostly ignored in the SSCM context. Mainly drawing on the categorisation–elaboration model (CEM), this research develops a three-layer model to explore the effects of three alliance portfolio diversity facets on the three triple-bottom-line SSCM performances through the mediation of sustainability collaboration.Design/methodology/approachThe field data are collected from 321 Vietnamese manufacturers. Scale accuracy is assessed through the confirmatory factor analysis method. Hierarchical linear regressions are applied to test the proposed model and hypotheses.FindingsPartner, governance, and functional alliance portfolio diversities have a U-shaped, inverted U-shaped, and positive linear effect, respectively, on sustainability collaboration. Sustainability collaboration is in turn found to enhance the SSCM performances in terms of economic, environmental, and social.Originality/valueThis research introduced a new theoretical lens, CEM, to the SSCM field. It also provided findings that can help firms to manage their alliance portfolios more dynamically in terms of the nature and diversity level of the portfolio and in a way that adds to the triple bottom line through the mediating effect of sustainability collaboration.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47539092","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 : 2021-09-27DOI: 10.1108/ijopm-04-2021-0262
S. Saghiri, Vahid Mirzabeiki
PurposeThis paper aims to explore how omni-channel data flows should be integrated by specifying what data, omni-channel agents and information and digital technologies (IDTs) should be considered and connected.Design/methodology/approachA multiple case study method is used with 17 British companies. The studies are supported by 68 interviews with the case companies and their consumers, 5 site visits, 4 focus group meetings and the companies’ archival data and documentations.FindingsThis paper provides novel frameworks for omni-channel data flow integration from consumer and business perspectives. The frameworks consist of omni-channel agents, their data transactions and their supporting IDTs. Relatedly, this paper formalizes the omni-channel data flow integration in the forms of horizontal, vertical and total integrations and explores their contributions to the adaptability of omni-channel, as a complex adaptive system (CAS). It also discusses that how inter-organizational governance mechanisms can support data flow integration and their relevant IDT implementations.Research limitations/implicationsThe breadth and depth of the required IDTs for omni-channel integration prove the necessity for omni-channel systems to move toward total integration. Therefore, supported by CAS and inter-organizational governance theories, this research indicates how data flow integration and IDT can transform the omni-channel through self-organization and autonomy capability enhancement.Originality/valueThis research’s recommended frameworks provide a robust platform to formalize data flow integration as the omni-channel's core driver. Accordingly, it moves the literature from a basic description of “what omni-channel is” and provides a novel and significant debate on what specific data should be shared at what levels between which agents of the omni-channel, and with what type of relationship governance mechanism, to assure omni-channel horizontal, vertical and total integrations.
{"title":"Omni-channel integration: the matter of information and digital technology","authors":"S. Saghiri, Vahid Mirzabeiki","doi":"10.1108/ijopm-04-2021-0262","DOIUrl":"https://doi.org/10.1108/ijopm-04-2021-0262","url":null,"abstract":"PurposeThis paper aims to explore how omni-channel data flows should be integrated by specifying what data, omni-channel agents and information and digital technologies (IDTs) should be considered and connected.Design/methodology/approachA multiple case study method is used with 17 British companies. The studies are supported by 68 interviews with the case companies and their consumers, 5 site visits, 4 focus group meetings and the companies’ archival data and documentations.FindingsThis paper provides novel frameworks for omni-channel data flow integration from consumer and business perspectives. The frameworks consist of omni-channel agents, their data transactions and their supporting IDTs. Relatedly, this paper formalizes the omni-channel data flow integration in the forms of horizontal, vertical and total integrations and explores their contributions to the adaptability of omni-channel, as a complex adaptive system (CAS). It also discusses that how inter-organizational governance mechanisms can support data flow integration and their relevant IDT implementations.Research limitations/implicationsThe breadth and depth of the required IDTs for omni-channel integration prove the necessity for omni-channel systems to move toward total integration. Therefore, supported by CAS and inter-organizational governance theories, this research indicates how data flow integration and IDT can transform the omni-channel through self-organization and autonomy capability enhancement.Originality/valueThis research’s recommended frameworks provide a robust platform to formalize data flow integration as the omni-channel's core driver. Accordingly, it moves the literature from a basic description of “what omni-channel is” and provides a novel and significant debate on what specific data should be shared at what levels between which agents of the omni-channel, and with what type of relationship governance mechanism, to assure omni-channel horizontal, vertical and total integrations.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48796404","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 : 2021-09-17DOI: 10.1108/ijopm-12-2020-0900
C. Dominguez-Péry, R. Tassabehji, Lakshmi Narasimha Raju Vuddaraju, Vikhram Kofi Duffour
PurposeThis paper aims to explore how big data analytics (BDA) emerging technologies crossed with social media (SM). Twitter can be used to improve decision-making before and during maritime accidents. We propose a conceptual early warning system called community alert and communications system (ComACom) to prevent future accidents.Design/methodology/approachBased on secondary data, the authors developed a narrative case study of the MV Wakashio maritime disaster. The authors adopted a post-constructionist approach through the use of media richness and synchronicity theory, highlighting wider community voices drawn from social media (SM), particularly Twitter. The authors applied BDA techniques to a dataset of real-time tweets to evaluate the unfolding operational response to the maritime emergency.FindingsThe authors reconstituted a narrative of four escalating sub-events and illustrated how critical decisions taken in an organisational and institutional vacuum led to catastrophic consequences. We highlighted the specific roles of three main stakeholders (the ship's organisation, official institutions and the wider community). Our study shows that SM enhanced with BDA, embedded within our ComACom model, can better achieve collective sense-making of emergency accidents.Research limitations/implicationsThis study is limited to Twitter data and one case. Our conceptual model needs to be operationalised.Practical implicationsComACom will improve decision-making to minimise human errors in maritime accidents.Social implicationsEmergency response will be improved by including the voices of the wider community.Originality/valueComACom conceptualises an early warning system using emerging BDA/AI technologies to improve safety in maritime transportation.
{"title":"Improving emergency response operations in maritime accidents using social media with big data analytics: a case study of the MV Wakashio disaster","authors":"C. Dominguez-Péry, R. Tassabehji, Lakshmi Narasimha Raju Vuddaraju, Vikhram Kofi Duffour","doi":"10.1108/ijopm-12-2020-0900","DOIUrl":"https://doi.org/10.1108/ijopm-12-2020-0900","url":null,"abstract":"PurposeThis paper aims to explore how big data analytics (BDA) emerging technologies crossed with social media (SM). Twitter can be used to improve decision-making before and during maritime accidents. We propose a conceptual early warning system called community alert and communications system (ComACom) to prevent future accidents.Design/methodology/approachBased on secondary data, the authors developed a narrative case study of the MV Wakashio maritime disaster. The authors adopted a post-constructionist approach through the use of media richness and synchronicity theory, highlighting wider community voices drawn from social media (SM), particularly Twitter. The authors applied BDA techniques to a dataset of real-time tweets to evaluate the unfolding operational response to the maritime emergency.FindingsThe authors reconstituted a narrative of four escalating sub-events and illustrated how critical decisions taken in an organisational and institutional vacuum led to catastrophic consequences. We highlighted the specific roles of three main stakeholders (the ship's organisation, official institutions and the wider community). Our study shows that SM enhanced with BDA, embedded within our ComACom model, can better achieve collective sense-making of emergency accidents.Research limitations/implicationsThis study is limited to Twitter data and one case. Our conceptual model needs to be operationalised.Practical implicationsComACom will improve decision-making to minimise human errors in maritime accidents.Social implicationsEmergency response will be improved by including the voices of the wider community.Originality/valueComACom conceptualises an early warning system using emerging BDA/AI technologies to improve safety in maritime transportation.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47238734","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 : 2021-09-08DOI: 10.1108/ijopm-07-2021-903
P. Barbieri, L. Ellram, Marco Formentini, Joerg-Martin Ries
{"title":"Guest editorialEmerging research and future pathways in digital supply chain governance","authors":"P. Barbieri, L. Ellram, Marco Formentini, Joerg-Martin Ries","doi":"10.1108/ijopm-07-2021-903","DOIUrl":"https://doi.org/10.1108/ijopm-07-2021-903","url":null,"abstract":"","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42145602","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 : 2021-09-07DOI: 10.1108/ijopm-10-2020-0698
Matteo Podrecca, Guido Orzes, M. Sartor, G. Nassimbeni
PurposeIn recent years, many companies have decided to decertify from their previously adopted corporate social responsibility (CSR) standards. The aim of this paper is to explore the phenomenon by focusing on the most important auditable CSR standard: Social Accountability 8000 (SA8000).Design/methodology/approachFirst, an event study is performed on a dataset composed of 136 SA8000 decertified public listed companies to analyse the possible relationship between certification, decertification and firms’ operating performance. Second, the authors shed light on the differences between 94 SA8000 (still) certified and the abovementioned 136 decertified firms. Finally, 10 interviews are conducted with decertified firms in the dataset to deepen the outcomes of the previous analyses.FindingsThe results show that, despite an initial positive effect in terms of sales and profitability, decertified companies experienced a reduction in productivity and profitability in the years following the certification, while positive outcomes emerged after the decertification. The study also highlights that certified and decertified firms differ in terms of home country, industry and labour intensity.Originality/valueThe paper contributes to the literature by opening the debate on an important but unexplored research area: the decertification from the most popular CSR standard, i.e. SA8000, and its relationship with firms' performance. In doing this, it also highlights the main differences between decertified and certified companies.
{"title":"The impact of abandoning social responsibility certifications: evidence from the decertification of SA8000 standard","authors":"Matteo Podrecca, Guido Orzes, M. Sartor, G. Nassimbeni","doi":"10.1108/ijopm-10-2020-0698","DOIUrl":"https://doi.org/10.1108/ijopm-10-2020-0698","url":null,"abstract":"PurposeIn recent years, many companies have decided to decertify from their previously adopted corporate social responsibility (CSR) standards. The aim of this paper is to explore the phenomenon by focusing on the most important auditable CSR standard: Social Accountability 8000 (SA8000).Design/methodology/approachFirst, an event study is performed on a dataset composed of 136 SA8000 decertified public listed companies to analyse the possible relationship between certification, decertification and firms’ operating performance. Second, the authors shed light on the differences between 94 SA8000 (still) certified and the abovementioned 136 decertified firms. Finally, 10 interviews are conducted with decertified firms in the dataset to deepen the outcomes of the previous analyses.FindingsThe results show that, despite an initial positive effect in terms of sales and profitability, decertified companies experienced a reduction in productivity and profitability in the years following the certification, while positive outcomes emerged after the decertification. The study also highlights that certified and decertified firms differ in terms of home country, industry and labour intensity.Originality/valueThe paper contributes to the literature by opening the debate on an important but unexplored research area: the decertification from the most popular CSR standard, i.e. SA8000, and its relationship with firms' performance. In doing this, it also highlights the main differences between decertified and certified companies.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":"1 1","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62771818","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 : 2021-08-20DOI: 10.1108/ijopm-03-2021-0141
R. van Hoek, D. Loseby
PurposeWhile there is a rich body of risk management literature and while there have been valuable theoretical advancements on the specific impact of the COVID-19 pandemic on risks, this paper aims to posit that at least four more advancements are needed.Design/methodology/approachThe co-author from Rolls Royce (RR) illustrates the risks experienced and risk management approaches taken in its manufacturing and supply chain operations both in the earlier stages of the pandemic as well as after the first year of the pandemic.FindingsThe COVID-19 pandemic offers a unique risk scenario that is beyond the scope of most existing risk management literature. The impact of the pandemic is very multi-faceted, not location specific but very global and experienced throughout the entire supply chain, across industries and over a much extended timeline with multiple time horizons. In manufacturing operations, there have been major instances of supply chain heroism in the first year of the pandemic and there is a lot more work ahead.Originality/valueThe authors' co-created paper enriches the perspective on COVID-19 research in manufacturing and supply chain operations by pointing at empirical opportunities, the need for more inter disciplinary research and the need to consider multiple time horizons.
{"title":"Beyond COVID-19 supply chain heroism, no dust settling yet – lessons learned at Rolls Royce about advancing risk management thinking","authors":"R. van Hoek, D. Loseby","doi":"10.1108/ijopm-03-2021-0141","DOIUrl":"https://doi.org/10.1108/ijopm-03-2021-0141","url":null,"abstract":"PurposeWhile there is a rich body of risk management literature and while there have been valuable theoretical advancements on the specific impact of the COVID-19 pandemic on risks, this paper aims to posit that at least four more advancements are needed.Design/methodology/approachThe co-author from Rolls Royce (RR) illustrates the risks experienced and risk management approaches taken in its manufacturing and supply chain operations both in the earlier stages of the pandemic as well as after the first year of the pandemic.FindingsThe COVID-19 pandemic offers a unique risk scenario that is beyond the scope of most existing risk management literature. The impact of the pandemic is very multi-faceted, not location specific but very global and experienced throughout the entire supply chain, across industries and over a much extended timeline with multiple time horizons. In manufacturing operations, there have been major instances of supply chain heroism in the first year of the pandemic and there is a lot more work ahead.Originality/valueThe authors' co-created paper enriches the perspective on COVID-19 research in manufacturing and supply chain operations by pointing at empirical opportunities, the need for more inter disciplinary research and the need to consider multiple time horizons.","PeriodicalId":14234,"journal":{"name":"International Journal of Operations & Production Management","volume":" ","pages":""},"PeriodicalIF":9.9,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48119213","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：