Pub Date : 2024-08-13DOI: 10.1108/ijopm-11-2023-0915
Hamid Moradlou, H. Skipworth, Lydia Bals, Emel Aktas, Sam Roscoe
PurposeThis paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic.Design/methodology/approachThe study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols.FindingsWe find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains.Originality/valueThe findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.
{"title":"Geopolitical disruptions and supply chain structural ambidexterity","authors":"Hamid Moradlou, H. Skipworth, Lydia Bals, Emel Aktas, Sam Roscoe","doi":"10.1108/ijopm-11-2023-0915","DOIUrl":"https://doi.org/10.1108/ijopm-11-2023-0915","url":null,"abstract":"PurposeThis paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic.Design/methodology/approachThe study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols.FindingsWe find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains.Originality/valueThe findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"53 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141918980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-13DOI: 10.1108/ijopm-11-2023-0915
Hamid Moradlou, H. Skipworth, Lydia Bals, Emel Aktas, Sam Roscoe
PurposeThis paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic.Design/methodology/approachThe study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols.FindingsWe find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains.Originality/valueThe findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.
{"title":"Geopolitical disruptions and supply chain structural ambidexterity","authors":"Hamid Moradlou, H. Skipworth, Lydia Bals, Emel Aktas, Sam Roscoe","doi":"10.1108/ijopm-11-2023-0915","DOIUrl":"https://doi.org/10.1108/ijopm-11-2023-0915","url":null,"abstract":"PurposeThis paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic.Design/methodology/approachThe study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols.FindingsWe find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains.Originality/valueThe findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"2 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919494","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-12DOI: 10.1108/ijopm-10-2023-0840
Jing Dai, Yao “Henry” Jin, David E. Cantor, Isaac Elking, Laharish Guntuka
PurposeDespite the important role that suppliers have in enhancing the environmental performance of a buyer firm, previous research has not investigated the individual-level motivations of supplier employees (representatives) in supplier-to-supplier environmental knowledge sharing. Thus, we use insights from the coopetition literature to examine how buyer firms can encourage supplier-to-supplier environmental knowledge sharing with the aim of improving the buyer’s environmental performance.Design/methodology/approachWe empirically test our model using an online vignette-based experiment administered to supply chain managers. We contextualized our results using insights from interviews with senior managers representing firms operating in a broad array of industries.FindingsWe find that a supplier representative’s personal environmental values influence their commitment to an environmental consortium with a rival firm, and they are subsequently willing to share proprietary environmental knowledge. In turn, these relationships are moderated by situational factors including competitive intensity and buyer power.Originality/valueThe study of coopetition is an emerging stream of research in operations management. Our findings improve the understanding on how a focal actor within a buyer–supplier coopetitive network can promote environmental knowledge sharing behavior.
{"title":"An experimental investigation of environmental knowledge sharing in a supply chain coopetition situation","authors":"Jing Dai, Yao “Henry” Jin, David E. Cantor, Isaac Elking, Laharish Guntuka","doi":"10.1108/ijopm-10-2023-0840","DOIUrl":"https://doi.org/10.1108/ijopm-10-2023-0840","url":null,"abstract":"PurposeDespite the important role that suppliers have in enhancing the environmental performance of a buyer firm, previous research has not investigated the individual-level motivations of supplier employees (representatives) in supplier-to-supplier environmental knowledge sharing. Thus, we use insights from the coopetition literature to examine how buyer firms can encourage supplier-to-supplier environmental knowledge sharing with the aim of improving the buyer’s environmental performance.Design/methodology/approachWe empirically test our model using an online vignette-based experiment administered to supply chain managers. We contextualized our results using insights from interviews with senior managers representing firms operating in a broad array of industries.FindingsWe find that a supplier representative’s personal environmental values influence their commitment to an environmental consortium with a rival firm, and they are subsequently willing to share proprietary environmental knowledge. In turn, these relationships are moderated by situational factors including competitive intensity and buyer power.Originality/valueThe study of coopetition is an emerging stream of research in operations management. Our findings improve the understanding on how a focal actor within a buyer–supplier coopetitive network can promote environmental knowledge sharing behavior.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"8 39","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919505","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-12DOI: 10.1108/ijopm-10-2023-0840
Jing Dai, Yao “Henry” Jin, David E. Cantor, Isaac Elking, Laharish Guntuka
PurposeDespite the important role that suppliers have in enhancing the environmental performance of a buyer firm, previous research has not investigated the individual-level motivations of supplier employees (representatives) in supplier-to-supplier environmental knowledge sharing. Thus, we use insights from the coopetition literature to examine how buyer firms can encourage supplier-to-supplier environmental knowledge sharing with the aim of improving the buyer’s environmental performance.Design/methodology/approachWe empirically test our model using an online vignette-based experiment administered to supply chain managers. We contextualized our results using insights from interviews with senior managers representing firms operating in a broad array of industries.FindingsWe find that a supplier representative’s personal environmental values influence their commitment to an environmental consortium with a rival firm, and they are subsequently willing to share proprietary environmental knowledge. In turn, these relationships are moderated by situational factors including competitive intensity and buyer power.Originality/valueThe study of coopetition is an emerging stream of research in operations management. Our findings improve the understanding on how a focal actor within a buyer–supplier coopetitive network can promote environmental knowledge sharing behavior.
{"title":"An experimental investigation of environmental knowledge sharing in a supply chain coopetition situation","authors":"Jing Dai, Yao “Henry” Jin, David E. Cantor, Isaac Elking, Laharish Guntuka","doi":"10.1108/ijopm-10-2023-0840","DOIUrl":"https://doi.org/10.1108/ijopm-10-2023-0840","url":null,"abstract":"PurposeDespite the important role that suppliers have in enhancing the environmental performance of a buyer firm, previous research has not investigated the individual-level motivations of supplier employees (representatives) in supplier-to-supplier environmental knowledge sharing. Thus, we use insights from the coopetition literature to examine how buyer firms can encourage supplier-to-supplier environmental knowledge sharing with the aim of improving the buyer’s environmental performance.Design/methodology/approachWe empirically test our model using an online vignette-based experiment administered to supply chain managers. We contextualized our results using insights from interviews with senior managers representing firms operating in a broad array of industries.FindingsWe find that a supplier representative’s personal environmental values influence their commitment to an environmental consortium with a rival firm, and they are subsequently willing to share proprietary environmental knowledge. In turn, these relationships are moderated by situational factors including competitive intensity and buyer power.Originality/valueThe study of coopetition is an emerging stream of research in operations management. Our findings improve the understanding on how a focal actor within a buyer–supplier coopetitive network can promote environmental knowledge sharing behavior.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"29 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141918961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-10DOI: 10.1108/ijopm-11-2023-0896
Richard Chawana, Anastacia Mamabolo, Evangelos Apostoleris
PurposeAfrica has the most deaths from infections yet lacks adequate capacity to engage in vaccine development, production and distribution, the cornerstone of efficiently managing and eliminating several infectious diseases. Research has scarcely explored the role of institutional logics in vaccine development, production and distribution, collectively known as end-to-end vaccine manufacturing. This study aims to explore how institutional logics influence firms to engage in the vaccine manufacturing value chain in Africa.Design/methodology/approachWe conducted multiple case study research using five vaccine manufacturing firms from four African countries in three regions. Qualitative interviews were conducted among 18 executives in 5 vaccine manufacturing firms.FindingsWe identified that the state, corporate and market institutional logics disparately influence the different parts of the vaccine manufacturing value chain. These institutional logics co-exist in a constellation that also shapes the organizational forms. Their constellation has dominant logics that guide behavior, while subdominant and subordinate logics influence behavior to a limited extent. The findings show that institutional logics are a function of contextual factors, such as historical events, technological changes and pandemics.Originality/valueThe study developed a typology that identifies vaccine manufacturing firm archetypes, institutional logics and their constellations underpinned by contextual factors. The findings have implications for firms and policymakers, as they may guide the end-to-end vaccine manufacturing interventions adapted for their regions.
{"title":"The influence of institutional logics on vaccine development, production and distribution in Africa","authors":"Richard Chawana, Anastacia Mamabolo, Evangelos Apostoleris","doi":"10.1108/ijopm-11-2023-0896","DOIUrl":"https://doi.org/10.1108/ijopm-11-2023-0896","url":null,"abstract":"PurposeAfrica has the most deaths from infections yet lacks adequate capacity to engage in vaccine development, production and distribution, the cornerstone of efficiently managing and eliminating several infectious diseases. Research has scarcely explored the role of institutional logics in vaccine development, production and distribution, collectively known as end-to-end vaccine manufacturing. This study aims to explore how institutional logics influence firms to engage in the vaccine manufacturing value chain in Africa.Design/methodology/approachWe conducted multiple case study research using five vaccine manufacturing firms from four African countries in three regions. Qualitative interviews were conducted among 18 executives in 5 vaccine manufacturing firms.FindingsWe identified that the state, corporate and market institutional logics disparately influence the different parts of the vaccine manufacturing value chain. These institutional logics co-exist in a constellation that also shapes the organizational forms. Their constellation has dominant logics that guide behavior, while subdominant and subordinate logics influence behavior to a limited extent. The findings show that institutional logics are a function of contextual factors, such as historical events, technological changes and pandemics.Originality/valueThe study developed a typology that identifies vaccine manufacturing firm archetypes, institutional logics and their constellations underpinned by contextual factors. The findings have implications for firms and policymakers, as they may guide the end-to-end vaccine manufacturing interventions adapted for their regions.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"110 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141362172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-07DOI: 10.1108/ijopm-09-2023-0727
Sourav Sengupta, Heidi C. Dreyer, Patrik Jonsson
PurposeDue to emerging uncertainties, supply chain planning (SCP) has become complex for many companies, and practitioners are unsure how emerging technologies can help. We address this gap by identifying pathways of how digital technologies may aid planned flexibility in SCP.Design/methodology/approachThe research builds on engaged scholarship and co-creation of knowledge. Eight senior managers from two companies participated in three rounds of workshops with us discussing and contrasting their planning challenges and potential solutions using examples of industry 4.0 applications drawn from the literature.FindingsBased on a novel framework for digital transition in SCP, this research shows how emerging technologies may aid SCP in building resilience to emergent uncertainties and open new research avenues through four impact pathways.Research limitations/implicationsThe SCP literature is ruefully short on studies that address technology-aided SC resilience. The research explains why this calls for a paradigm shift in SCP research.Originality/valueThis research argues that resilience-building SCP requires planned flexibility and presents a digital transition framework that allows for it.
{"title":"Impact pathways: technology-aided supply chain planning for resilience","authors":"Sourav Sengupta, Heidi C. Dreyer, Patrik Jonsson","doi":"10.1108/ijopm-09-2023-0727","DOIUrl":"https://doi.org/10.1108/ijopm-09-2023-0727","url":null,"abstract":"PurposeDue to emerging uncertainties, supply chain planning (SCP) has become complex for many companies, and practitioners are unsure how emerging technologies can help. We address this gap by identifying pathways of how digital technologies may aid planned flexibility in SCP.Design/methodology/approachThe research builds on engaged scholarship and co-creation of knowledge. Eight senior managers from two companies participated in three rounds of workshops with us discussing and contrasting their planning challenges and potential solutions using examples of industry 4.0 applications drawn from the literature.FindingsBased on a novel framework for digital transition in SCP, this research shows how emerging technologies may aid SCP in building resilience to emergent uncertainties and open new research avenues through four impact pathways.Research limitations/implicationsThe SCP literature is ruefully short on studies that address technology-aided SC resilience. The research explains why this calls for a paradigm shift in SCP research.Originality/valueThis research argues that resilience-building SCP requires planned flexibility and presents a digital transition framework that allows for it.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":" 7","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141372350","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-06DOI: 10.1108/ijopm-07-2023-0544
K. Freitas, Barbara Bechler Flynn, E. Paiva
PurposeThis paper explores how a firm that is established in an environment characterized by uncertainty can engage with weak regulative institutions by developing operational and institutional capabilities.Design/methodology/approachWe employ a multiple case study approach with seven leading multinational firms in Brazil in industries that vary in industry concentration.FindingsFirms choose among alternative strategies for engaging with regulative institutions as an ongoing process, based on their assessment of four characteristics of the uncertainty they face and their capabilities. Strategies that require a firm to exert greater effort to adapt to institutions or influence institutions have a greater potential to catalyze for developing operational capabilities. Although firms in industries with different concentrations behave similarly in individually adapting to regulative institutions, firms in decentralized industries are more likely to collaborate to influence institutions, which enables them to both access public agents through network partners and better negotiate their own interests.Practical implicationsThis research guides managers in developing institutional engagement strategies to reduce the potential consequences of institutional uncertainty in their supply chain. It also suggests types of institutional capability aligned with decentralized vs concentrated industries.Originality/valueWe extend the construct of institutional engagement strategies from the context of entrance to a new international market to an ongoing process in firms that are established in an environment characterized by weak regulative institutions. We also examine the role of industry concentration in the application of institutional engagement strategies.
{"title":"Thriving in a weak institutional environment: strategies for engaging with regulative institutions","authors":"K. Freitas, Barbara Bechler Flynn, E. Paiva","doi":"10.1108/ijopm-07-2023-0544","DOIUrl":"https://doi.org/10.1108/ijopm-07-2023-0544","url":null,"abstract":"PurposeThis paper explores how a firm that is established in an environment characterized by uncertainty can engage with weak regulative institutions by developing operational and institutional capabilities.Design/methodology/approachWe employ a multiple case study approach with seven leading multinational firms in Brazil in industries that vary in industry concentration.FindingsFirms choose among alternative strategies for engaging with regulative institutions as an ongoing process, based on their assessment of four characteristics of the uncertainty they face and their capabilities. Strategies that require a firm to exert greater effort to adapt to institutions or influence institutions have a greater potential to catalyze for developing operational capabilities. Although firms in industries with different concentrations behave similarly in individually adapting to regulative institutions, firms in decentralized industries are more likely to collaborate to influence institutions, which enables them to both access public agents through network partners and better negotiate their own interests.Practical implicationsThis research guides managers in developing institutional engagement strategies to reduce the potential consequences of institutional uncertainty in their supply chain. It also suggests types of institutional capability aligned with decentralized vs concentrated industries.Originality/valueWe extend the construct of institutional engagement strategies from the context of entrance to a new international market to an ongoing process in firms that are established in an environment characterized by weak regulative institutions. We also examine the role of industry concentration in the application of institutional engagement strategies.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"92 s1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141378295","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThe purpose of this paper is to examine patient engagement in remote consultation services, an increasingly important issue facing Healthcare Operations Management (HOM) given the significant expansion in this and other forms of telehealth worldwide over the last decade. We use our analysis of the literature to develop a comprehensive framework that incorporates the patient journey, multidimensionality, antecedents and consequences, interventions and improvement options, as well as the cyclic nature of patient engagement. We also propose measures suitable for empirical assessment of different aspects of our framework.Design/methodology/approachWe undertook a comprehensive review of the extant literature using a systematic review approach. We identified and analysed 63 articles published in peer-reviewed scientific journals between 2003 and 2022.FindingsWe conceptualise patient engagement with remote consultation across three key aspects: dimensions, process, and the antecedents and consequences of engagement. We identify nine contextual categories that influence such engagement. We propose several possible metrics for measuring patient engagement during three stages (before service, at/during service and after service) of remote consultation, as well as interventions and possible options for improving patient engagement therein.Originality/valueThe primary contribution of our research is the development of a comprehensive framework for patient engagement in remote consultation that draws on insights from literature in several disciplines. In addition, we have linked the three dimensions of engagement with the clinical process to create a structure for future engagement assessment. Furthermore, we have identified impact factors and outcomes of engagement in remote consultation by understanding which can help to improve levels of adoption, application and satisfaction, and reduce healthcare inequality. Finally, we have adopted a “cyclic” perspective and identified potential interventions that can be combined to further improve patient engagement in remote consultation.
{"title":"Unpacking patient engagement in remote consultation","authors":"Zhening Liu, Alistair Brandon‐Jones, Christos Vasilakis","doi":"10.1108/ijopm-03-2023-0188","DOIUrl":"https://doi.org/10.1108/ijopm-03-2023-0188","url":null,"abstract":"PurposeThe purpose of this paper is to examine patient engagement in remote consultation services, an increasingly important issue facing Healthcare Operations Management (HOM) given the significant expansion in this and other forms of telehealth worldwide over the last decade. We use our analysis of the literature to develop a comprehensive framework that incorporates the patient journey, multidimensionality, antecedents and consequences, interventions and improvement options, as well as the cyclic nature of patient engagement. We also propose measures suitable for empirical assessment of different aspects of our framework.Design/methodology/approachWe undertook a comprehensive review of the extant literature using a systematic review approach. We identified and analysed 63 articles published in peer-reviewed scientific journals between 2003 and 2022.FindingsWe conceptualise patient engagement with remote consultation across three key aspects: dimensions, process, and the antecedents and consequences of engagement. We identify nine contextual categories that influence such engagement. We propose several possible metrics for measuring patient engagement during three stages (before service, at/during service and after service) of remote consultation, as well as interventions and possible options for improving patient engagement therein.Originality/valueThe primary contribution of our research is the development of a comprehensive framework for patient engagement in remote consultation that draws on insights from literature in several disciplines. In addition, we have linked the three dimensions of engagement with the clinical process to create a structure for future engagement assessment. Furthermore, we have identified impact factors and outcomes of engagement in remote consultation by understanding which can help to improve levels of adoption, application and satisfaction, and reduce healthcare inequality. Finally, we have adopted a “cyclic” perspective and identified potential interventions that can be combined to further improve patient engagement in remote consultation.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"36 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141388260","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-23DOI: 10.1108/ijopm-07-2023-0587
H. Karaosman, Donna Marshall, Irene Ward
PurposeJust transition is a fundamental concept for supply chain management but neither discipline pays attention to the other and little is known about how supply chains can be orchestrated as socioecological systems to manage these transitions. Building from a wide range of just transition examples, this paper explores just transition to understand how to move beyond instrumental supply chain practices to supply chains functioning in harmony with the planet and its people.Design/methodology/approachBuilding from a systematic review of 72 papers, the paper identifies just transition examples while interpreting them through the theoretical lens of supply chain management, providing valuable insights to help research and practice understand how to achieve low-carbon economies through supply chain management in environmentally and socially just ways.FindingsThe paper defines, elaborates, and extends the just transition construct by developing a transition taxonomy with two key dimensions. The purpose dimension (profit or shared outcomes) and the governance dimension (government-/industry-led versus civil society-involved), generating four transition archetypes. Most transitions projects are framed around the Euro- and US-centric, capitalist standards of development, leading to coloniality as well as economic and cultural depletion of communities. Framing just transition in accordance with context-specific plural values, the paper provides an alternative perspective to the extractive transition concept. This can guide supply chain management to decarbonise economies and societies by considering the rights of nature, communities and individuals.Originality/valueIntroducing just transition into the supply chain management domain, this paper unifies the various conceptualisations of just transition into a holistic understanding, providing a new foundation for supply chain management research.
{"title":"For the many not the few: introducing just transition for supply chain management","authors":"H. Karaosman, Donna Marshall, Irene Ward","doi":"10.1108/ijopm-07-2023-0587","DOIUrl":"https://doi.org/10.1108/ijopm-07-2023-0587","url":null,"abstract":"PurposeJust transition is a fundamental concept for supply chain management but neither discipline pays attention to the other and little is known about how supply chains can be orchestrated as socioecological systems to manage these transitions. Building from a wide range of just transition examples, this paper explores just transition to understand how to move beyond instrumental supply chain practices to supply chains functioning in harmony with the planet and its people.Design/methodology/approachBuilding from a systematic review of 72 papers, the paper identifies just transition examples while interpreting them through the theoretical lens of supply chain management, providing valuable insights to help research and practice understand how to achieve low-carbon economies through supply chain management in environmentally and socially just ways.FindingsThe paper defines, elaborates, and extends the just transition construct by developing a transition taxonomy with two key dimensions. The purpose dimension (profit or shared outcomes) and the governance dimension (government-/industry-led versus civil society-involved), generating four transition archetypes. Most transitions projects are framed around the Euro- and US-centric, capitalist standards of development, leading to coloniality as well as economic and cultural depletion of communities. Framing just transition in accordance with context-specific plural values, the paper provides an alternative perspective to the extractive transition concept. This can guide supply chain management to decarbonise economies and societies by considering the rights of nature, communities and individuals.Originality/valueIntroducing just transition into the supply chain management domain, this paper unifies the various conceptualisations of just transition into a holistic understanding, providing a new foundation for supply chain management research.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"24 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141108023","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-20DOI: 10.1108/ijopm-03-2023-0226
N. Heirati, S. Thornton, Alexander Leischnig, S. Henneberg
PurposeAdvanced servitization is the process that involves the combination of different services that facilitate both the use of a product and customer operations. Although servitization has emerged as a frequent strategy for manufacturers to differentiate themselves from the competition, its implementation can pose major challenges and may not always result in superior firm performance. Consequently, successful advanced servitization may require specific organizational capabilities to unleash performance-enhancing effects. To date, little is known about how to effectively configure advanced servitization to achieve such performance gains.Design/methodology/approachAdopting a fit theory perspective and using a configurational approach, we examine the interplay between servitization, organizational capabilities, contextual factors and financial performance. Specifically, we focus on advanced servitization and assess its necessity and sufficiency for achieving high financial performance. In addition, we study how the alignment of servitization approaches with organizational capabilities and contextual factors affects financial performance. We analyze data from 151 manufacturers in an emerging economy using fuzzy-set Qualitative Comparative Analysis (fsQCA).FindingsOur findings indicate that advanced servitization is sufficient, but not necessary for high financial performance. In addition, the findings indicate that the alignment of servitization approaches with specific service-related capabilities unfolds complementarity effects that contribute to achieving high financial performance for manufacturers with different firm size and competitive intensity. The findings indicate three configurations that may serve as templates for managers to orchestrate resource allocation and successfully deploy advanced servitization.Originality/valueOur study advances the servitization literature by further illuminating advanced servitization as a more complex servitization process. We show how high-performing manufacturers align servitization and organizational capabilities across different contexts, and thus provide design choices for managers in configuring servitization.
{"title":"Capability configurations for successful advanced servitization","authors":"N. Heirati, S. Thornton, Alexander Leischnig, S. Henneberg","doi":"10.1108/ijopm-03-2023-0226","DOIUrl":"https://doi.org/10.1108/ijopm-03-2023-0226","url":null,"abstract":"PurposeAdvanced servitization is the process that involves the combination of different services that facilitate both the use of a product and customer operations. Although servitization has emerged as a frequent strategy for manufacturers to differentiate themselves from the competition, its implementation can pose major challenges and may not always result in superior firm performance. Consequently, successful advanced servitization may require specific organizational capabilities to unleash performance-enhancing effects. To date, little is known about how to effectively configure advanced servitization to achieve such performance gains.Design/methodology/approachAdopting a fit theory perspective and using a configurational approach, we examine the interplay between servitization, organizational capabilities, contextual factors and financial performance. Specifically, we focus on advanced servitization and assess its necessity and sufficiency for achieving high financial performance. In addition, we study how the alignment of servitization approaches with organizational capabilities and contextual factors affects financial performance. We analyze data from 151 manufacturers in an emerging economy using fuzzy-set Qualitative Comparative Analysis (fsQCA).FindingsOur findings indicate that advanced servitization is sufficient, but not necessary for high financial performance. In addition, the findings indicate that the alignment of servitization approaches with specific service-related capabilities unfolds complementarity effects that contribute to achieving high financial performance for manufacturers with different firm size and competitive intensity. The findings indicate three configurations that may serve as templates for managers to orchestrate resource allocation and successfully deploy advanced servitization.Originality/valueOur study advances the servitization literature by further illuminating advanced servitization as a more complex servitization process. We show how high-performing manufacturers align servitization and organizational capabilities across different contexts, and thus provide design choices for managers in configuring servitization.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"52 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140961842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","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：