Pub Date : 2024-05-16DOI: 10.1108/ijopm-02-2023-0121
Oscar F. Bustinza, Ferran Vendrell-Herrero, Phil Davies, G. Parry
PurposeResponding to calls for deeper analysis of the conceptual foundations of service infusion in manufacturing, this paper examines the underlying assumptions that: (i) manufacturing firms incorporating services follow a pathway, moving from pure-product to pure-service offerings, and (ii) profits increase linearly with this process. We propose that these assumptions are inconsistent with the premises of behavioural and learning theories.Design/methodology/approachMachine learning algorithms are applied to test whether a successive process, from a basic to a more advanced offering, creates optimal performance. The data were gathered through two surveys administered to USA manufacturing firms in 2021 and 2023. The first included a training sample comprising 225 firms, whilst the second encompassed a testing sample of 105 firms.FindingsAnalysis shows that following the base-intermediate-advanced services pathway is not the best predictor of optimal performance. Developing advanced services and then later adding less complex offerings supports better performance.Practical implicationsManufacturing firms follow heterogeneous pathways in their service development journey. Non-servitised firms need to carefully consider their contextual conditions when selecting their initial service offering. Starting with a single service offering appears to be a superior strategy over providing multiple services.Originality/valueThe machine learning approach is novel to the field and captures the key conditions for manufacturers to successfully servitise. Insight is derived from the adoption and implementation year datasets for 17 types of services described in previous qualitative studies. The methods proposed can be extended to assess other process-based models in related management fields (e.g., sand cone).
{"title":"Testing service infusion in manufacturing through machine learning techniques: looking back and forward","authors":"Oscar F. Bustinza, Ferran Vendrell-Herrero, Phil Davies, G. Parry","doi":"10.1108/ijopm-02-2023-0121","DOIUrl":"https://doi.org/10.1108/ijopm-02-2023-0121","url":null,"abstract":"PurposeResponding to calls for deeper analysis of the conceptual foundations of service infusion in manufacturing, this paper examines the underlying assumptions that: (i) manufacturing firms incorporating services follow a pathway, moving from pure-product to pure-service offerings, and (ii) profits increase linearly with this process. We propose that these assumptions are inconsistent with the premises of behavioural and learning theories.Design/methodology/approachMachine learning algorithms are applied to test whether a successive process, from a basic to a more advanced offering, creates optimal performance. The data were gathered through two surveys administered to USA manufacturing firms in 2021 and 2023. The first included a training sample comprising 225 firms, whilst the second encompassed a testing sample of 105 firms.FindingsAnalysis shows that following the base-intermediate-advanced services pathway is not the best predictor of optimal performance. Developing advanced services and then later adding less complex offerings supports better performance.Practical implicationsManufacturing firms follow heterogeneous pathways in their service development journey. Non-servitised firms need to carefully consider their contextual conditions when selecting their initial service offering. Starting with a single service offering appears to be a superior strategy over providing multiple services.Originality/valueThe machine learning approach is novel to the field and captures the key conditions for manufacturers to successfully servitise. Insight is derived from the adoption and implementation year datasets for 17 types of services described in previous qualitative studies. The methods proposed can be extended to assess other process-based models in related management fields (e.g., sand cone).","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":" 1159","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141127161","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 : 2024-05-14DOI: 10.1108/ijopm-09-2023-0779
Juri Matinheikki, Katie Kenny, K. Kauppi, E. V. van Raaij, Alistair Brandon‐Jones
Purpose Despite the unparalleled importance of value within healthcare, value-based models remain underutilised in the procurement of medical devices. Research is needed to understand what factors incentivise standard, low-priced device purchasing as opposed to value-adding devices with potentially higher overall health outcomes. Framed in agency theory, we examine the conditions under which different actors involved in purchasing decisions select premium-priced, value-adding medical devices over low-priced, standard medical devices.Design/methodology/approach We conducted 2 × 2 × 2 between-subjects scenario-based vignette experiments on three UK-based online samples of managers (n = 599), medical professionals (n = 279) and purchasing managers (n = 449) with subjects randomly assigned to three treatments: (1) cost-saving incentives, (2) risk-sharing contracts and (3) stronger (versus weaker) clinical evidence.Findings Our analysis demonstrates the harmful effects of intra-organisational cost-saving incentives on value-based purchasing (VBP) adoption; the positive impact of inter-organisational risk-sharing contracts, especially when medical professionals are involved in decision-making; and the challenge of leveraging clinical evidence to support value claims.Research limitations/implications Our results demonstrate the need to align incentives in a context with multiple intra- and inter-organisational agency relationships at play, as well as the difficulty of reducing information asymmetry when information is not easily interpretable to all decision-makers. Overall, the intra-organisational agency factors strongly influenced the choices for the inter-organisational agency relationship.Originality/value We contribute to VBP in healthcare by examining the role of intra- and inter-organisational agency relationships and incentives concerning VBP (non-) adoption. We also examine how the impact of such mechanisms differs between medical and purchasing (management) professionals.
{"title":"Realising the promise of value-based purchasing: experimental evidence of medical device selection","authors":"Juri Matinheikki, Katie Kenny, K. Kauppi, E. V. van Raaij, Alistair Brandon‐Jones","doi":"10.1108/ijopm-09-2023-0779","DOIUrl":"https://doi.org/10.1108/ijopm-09-2023-0779","url":null,"abstract":"Purpose Despite the unparalleled importance of value within healthcare, value-based models remain underutilised in the procurement of medical devices. Research is needed to understand what factors incentivise standard, low-priced device purchasing as opposed to value-adding devices with potentially higher overall health outcomes. Framed in agency theory, we examine the conditions under which different actors involved in purchasing decisions select premium-priced, value-adding medical devices over low-priced, standard medical devices.Design/methodology/approach We conducted 2 × 2 × 2 between-subjects scenario-based vignette experiments on three UK-based online samples of managers (n = 599), medical professionals (n = 279) and purchasing managers (n = 449) with subjects randomly assigned to three treatments: (1) cost-saving incentives, (2) risk-sharing contracts and (3) stronger (versus weaker) clinical evidence.Findings Our analysis demonstrates the harmful effects of intra-organisational cost-saving incentives on value-based purchasing (VBP) adoption; the positive impact of inter-organisational risk-sharing contracts, especially when medical professionals are involved in decision-making; and the challenge of leveraging clinical evidence to support value claims.Research limitations/implications Our results demonstrate the need to align incentives in a context with multiple intra- and inter-organisational agency relationships at play, as well as the difficulty of reducing information asymmetry when information is not easily interpretable to all decision-makers. Overall, the intra-organisational agency factors strongly influenced the choices for the inter-organisational agency relationship.Originality/value We contribute to VBP in healthcare by examining the role of intra- and inter-organisational agency relationships and incentives concerning VBP (non-) adoption. We also examine how the impact of such mechanisms differs between medical and purchasing (management) professionals.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":" 57","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141128395","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 : 2024-04-19DOI: 10.1108/ijopm-09-2023-0773
Xiaohong Chen, Qi Shi, Zhifang Zhou, Xu Cheng
PurposeDigital transformation misalignment refers to disparities in digital transformation levels between suppliers and buyers across the production and operation process. It has negatively affected supply chain stability. However, the existing research concerning the economic consequences has not been adequately addressed. Therefore, this paper aims to investigate whether such digital transformation misalignment increases supplier financial risk and to identify the factors influencing this relationship.Design/methodology/approachThis paper examines binary combinations of suppliers and buyers listed on China’s A-share market between 2011 and 2021. This group constitutes a sample to empirically test the influence of digital transformation misalignment on the supplier’s financial risk, as well as the moderating effect of the geographical and organizational distances.FindingsThe paper’s findings demonstrate that digital transformation misalignment has indeed a significant increase in the supplier’s financial risk. Moreover, the impact is more intense when the geographical or organizational distance between the supplier and the buyer is relatively large.Originality/valueThe existing literature rarely explores the potential risks arising from digital transformation misalignment between supply chain partners. Therefore, this paper fills a notable gap as it is the first to study the impact of digital transformation misalignment on the supplier’s financial risk and the specific applied mechanisms. The contribution significantly improves the field of corporate digital transformation, particularly, within the context of supply chain management.
目的数字化转型错位是指供应商和采购商在整个生产和运营过程中的数字化转型水平存在差异。它对供应链的稳定性产生了负面影响。然而，现有研究并未充分探讨其经济后果。因此，本文旨在研究这种数字化转型失调是否会增加供应商的财务风险，并找出影响这种关系的因素。设计/方法/途径本文研究了 2011 年至 2021 年期间在中国 A 股市场上市的供应商和买方的二元组合。本文的研究结果表明，数字化转型错位确实会显著增加供应商的财务风险。此外，当供应商与买方之间的地理或组织距离相对较大时，这种影响会更加强烈。原创性/价值现有文献很少探讨供应链合作伙伴之间的数字化转型错位所带来的潜在风险。因此，本文首次研究了数字化转型错位对供应商财务风险的影响及具体应用机制，填补了这一显著空白。这一贡献极大地改进了企业数字化转型领域，尤其是供应链管理领域。
{"title":"Impact of digital transformation misalignment on supplier financial risk","authors":"Xiaohong Chen, Qi Shi, Zhifang Zhou, Xu Cheng","doi":"10.1108/ijopm-09-2023-0773","DOIUrl":"https://doi.org/10.1108/ijopm-09-2023-0773","url":null,"abstract":"PurposeDigital transformation misalignment refers to disparities in digital transformation levels between suppliers and buyers across the production and operation process. It has negatively affected supply chain stability. However, the existing research concerning the economic consequences has not been adequately addressed. Therefore, this paper aims to investigate whether such digital transformation misalignment increases supplier financial risk and to identify the factors influencing this relationship.Design/methodology/approachThis paper examines binary combinations of suppliers and buyers listed on China’s A-share market between 2011 and 2021. This group constitutes a sample to empirically test the influence of digital transformation misalignment on the supplier’s financial risk, as well as the moderating effect of the geographical and organizational distances.FindingsThe paper’s findings demonstrate that digital transformation misalignment has indeed a significant increase in the supplier’s financial risk. Moreover, the impact is more intense when the geographical or organizational distance between the supplier and the buyer is relatively large.Originality/valueThe existing literature rarely explores the potential risks arising from digital transformation misalignment between supply chain partners. Therefore, this paper fills a notable gap as it is the first to study the impact of digital transformation misalignment on the supplier’s financial risk and the specific applied mechanisms. The contribution significantly improves the field of corporate digital transformation, particularly, within the context of supply chain management.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":" 15","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140684171","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 : 2024-03-12DOI: 10.1108/ijopm-08-2023-0649
Bai Liu, Tao Ju, Jiarui Lu, Hing Kai Chan
PurposeThis research investigates whether focal firms employ strategic supply chain information disclosure, focusing on the concealment of supplier and customer identities, as part of their supply chain environmental risk management strategies (supplier sustainability risk and customer loss risk, respectively).Design/methodology/approachUsing a panel dataset of Chinese listed firms from 2009 to 2019 and utilizing the suppliers’ environmental punishment of peer firms (peer events) as an exogenous shock and employing ordinary least squares (OLS) estimation, this study conducts a regression analysis to test how focal firms disclose the identities of their suppliers and customers.FindingsOur results indicate that focal firms prefer to hide the identities of their suppliers and customers following the environmental punishment of peer firms’ suppliers. In addition, supplier concentration weakens the effect of withholding supplier identities, whereas customer concentration strengthens the effect of hiding customer identities. Mechanism analysis shows that firms hide supplier identities to avoid their reputation being affected and hide customer identities to prevent the deterioration of customers’ reputations and thus impact their market share.Originality/valueOur study reveals that reputation spillover is another crucial factor in supply chain transparency. It is also pioneering in applying the anonymity theory to explain focal firms’ information disclosure strategy in supply chains.
{"title":"Hide away from implication: potential environmental reputation spillover and strategic concealment of supply chain partners’ identities","authors":"Bai Liu, Tao Ju, Jiarui Lu, Hing Kai Chan","doi":"10.1108/ijopm-08-2023-0649","DOIUrl":"https://doi.org/10.1108/ijopm-08-2023-0649","url":null,"abstract":"PurposeThis research investigates whether focal firms employ strategic supply chain information disclosure, focusing on the concealment of supplier and customer identities, as part of their supply chain environmental risk management strategies (supplier sustainability risk and customer loss risk, respectively).Design/methodology/approachUsing a panel dataset of Chinese listed firms from 2009 to 2019 and utilizing the suppliers’ environmental punishment of peer firms (peer events) as an exogenous shock and employing ordinary least squares (OLS) estimation, this study conducts a regression analysis to test how focal firms disclose the identities of their suppliers and customers.FindingsOur results indicate that focal firms prefer to hide the identities of their suppliers and customers following the environmental punishment of peer firms’ suppliers. In addition, supplier concentration weakens the effect of withholding supplier identities, whereas customer concentration strengthens the effect of hiding customer identities. Mechanism analysis shows that firms hide supplier identities to avoid their reputation being affected and hide customer identities to prevent the deterioration of customers’ reputations and thus impact their market share.Originality/valueOur study reveals that reputation spillover is another crucial factor in supply chain transparency. It is also pioneering in applying the anonymity theory to explain focal firms’ information disclosure strategy in supply chains.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"21 20","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140248222","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 : 2024-03-08DOI: 10.1108/ijopm-05-2023-0332
R. Chavez, Wantao Yu, M. Jacobs, Chee Yew Wong
PurposeThis study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance.Design/methodology/approachSurvey data collected from China’s manufacturing industry are used to test research hypotheses.FindingsThe results reveal that the three dimensions of lean production (internal, customer and supplier) have a significant positive effect on social performance and that digital technology advancement (DTA) positively moderates these relationships. DTA adds only a marginal contribution to social performance.Practical implicationsThis study addresses a new challenging question from manufacturing firms: how to integrate lean, technology and people? The empirical findings provide timely and insightful practical guidance for managers to better understand the role of digital transformation in the traditional lean context.Originality/valueWhile digitalization is known to complement lean production, this study shows digitalization also complements the effects of lean production on social performance.
{"title":"Does digitalization enhance the effects of lean production on social performance?","authors":"R. Chavez, Wantao Yu, M. Jacobs, Chee Yew Wong","doi":"10.1108/ijopm-05-2023-0332","DOIUrl":"https://doi.org/10.1108/ijopm-05-2023-0332","url":null,"abstract":"PurposeThis study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance.Design/methodology/approachSurvey data collected from China’s manufacturing industry are used to test research hypotheses.FindingsThe results reveal that the three dimensions of lean production (internal, customer and supplier) have a significant positive effect on social performance and that digital technology advancement (DTA) positively moderates these relationships. DTA adds only a marginal contribution to social performance.Practical implicationsThis study addresses a new challenging question from manufacturing firms: how to integrate lean, technology and people? The empirical findings provide timely and insightful practical guidance for managers to better understand the role of digital transformation in the traditional lean context.Originality/valueWhile digitalization is known to complement lean production, this study shows digitalization also complements the effects of lean production on social performance.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"125 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140256906","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 : 2024-02-27DOI: 10.1108/ijopm-01-2023-0018
Zhen Zhang, Min Min
PurposeNew product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.Design/methodology/approachWe conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.FindingsOur findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.Originality/valueThis study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.
{"title":"Why project managers’ knowledge hiding is harmful to NPD projects: resilient team resource caravans as an explanatory mechanism","authors":"Zhen Zhang, Min Min","doi":"10.1108/ijopm-01-2023-0018","DOIUrl":"https://doi.org/10.1108/ijopm-01-2023-0018","url":null,"abstract":"PurposeNew product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.Design/methodology/approachWe conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.FindingsOur findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.Originality/valueThis study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"2 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140425447","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 : 2024-02-13DOI: 10.1108/ijopm-08-2023-0674
Rongrong Shi, Qiaoyi Yin, Yang Yuan, Fujun Lai, X. Luo
PurposeBased on signaling theory, this paper aims to explore the impact of supply chain transparency (SCT) on firms' bank loan (BL) and supply chain financing (SCF) in the context of voluntary disclosure of supplier and customer lists.Design/methodology/approachBased on panel data collected from Chinese-listed firms between 2012 and 2021, fixed-effect models and a series of robustness checks are used to test the predictions.FindingsFirst, improving SCT by disclosing major suppliers and customers promotes BL but inhibits SCF. Specifically, customer transparency (CT) is more influential in SCF than supplier transparency (ST). Second, supplier concentration (SC) weakens SCT’s positive impact on BL while reducing its negative impact on SCF. Third, customer concentration (CC) strengthens the positive impact of SCT on BL but intensifies its negative impact on SCF. Last, these findings are basically more pronounced in highly competitive industries.Originality/valueThis study contributes to the SCT literature by investigating the under-explored practice of supply chain list disclosure and revealing its dual impact on firms' access to financing offerings (i.e. BL and SCF) based on signaling theory. Additionally, it expands the understanding of the boundary conditions affecting the relationship between SCT and firm financing, focusing on supply chain concentration. Moreover, it advances signaling theory by exploring how financing providers interpret the SCT signal and enriches the understanding of BL and SCF antecedents from a supply chain perspective.
{"title":"The impact of supply chain transparency on financing offerings to firms: the moderating role of supply chain concentration","authors":"Rongrong Shi, Qiaoyi Yin, Yang Yuan, Fujun Lai, X. Luo","doi":"10.1108/ijopm-08-2023-0674","DOIUrl":"https://doi.org/10.1108/ijopm-08-2023-0674","url":null,"abstract":"PurposeBased on signaling theory, this paper aims to explore the impact of supply chain transparency (SCT) on firms' bank loan (BL) and supply chain financing (SCF) in the context of voluntary disclosure of supplier and customer lists.Design/methodology/approachBased on panel data collected from Chinese-listed firms between 2012 and 2021, fixed-effect models and a series of robustness checks are used to test the predictions.FindingsFirst, improving SCT by disclosing major suppliers and customers promotes BL but inhibits SCF. Specifically, customer transparency (CT) is more influential in SCF than supplier transparency (ST). Second, supplier concentration (SC) weakens SCT’s positive impact on BL while reducing its negative impact on SCF. Third, customer concentration (CC) strengthens the positive impact of SCT on BL but intensifies its negative impact on SCF. Last, these findings are basically more pronounced in highly competitive industries.Originality/valueThis study contributes to the SCT literature by investigating the under-explored practice of supply chain list disclosure and revealing its dual impact on firms' access to financing offerings (i.e. BL and SCF) based on signaling theory. Additionally, it expands the understanding of the boundary conditions affecting the relationship between SCT and firm financing, focusing on supply chain concentration. Moreover, it advances signaling theory by exploring how financing providers interpret the SCT signal and enriches the understanding of BL and SCF antecedents from a supply chain perspective.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"136 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139780692","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 : 2024-02-13DOI: 10.1108/ijopm-08-2023-0674
Rongrong Shi, Qiaoyi Yin, Yang Yuan, Fujun Lai, X. Luo
PurposeBased on signaling theory, this paper aims to explore the impact of supply chain transparency (SCT) on firms' bank loan (BL) and supply chain financing (SCF) in the context of voluntary disclosure of supplier and customer lists.Design/methodology/approachBased on panel data collected from Chinese-listed firms between 2012 and 2021, fixed-effect models and a series of robustness checks are used to test the predictions.FindingsFirst, improving SCT by disclosing major suppliers and customers promotes BL but inhibits SCF. Specifically, customer transparency (CT) is more influential in SCF than supplier transparency (ST). Second, supplier concentration (SC) weakens SCT’s positive impact on BL while reducing its negative impact on SCF. Third, customer concentration (CC) strengthens the positive impact of SCT on BL but intensifies its negative impact on SCF. Last, these findings are basically more pronounced in highly competitive industries.Originality/valueThis study contributes to the SCT literature by investigating the under-explored practice of supply chain list disclosure and revealing its dual impact on firms' access to financing offerings (i.e. BL and SCF) based on signaling theory. Additionally, it expands the understanding of the boundary conditions affecting the relationship between SCT and firm financing, focusing on supply chain concentration. Moreover, it advances signaling theory by exploring how financing providers interpret the SCT signal and enriches the understanding of BL and SCF antecedents from a supply chain perspective.
{"title":"The impact of supply chain transparency on financing offerings to firms: the moderating role of supply chain concentration","authors":"Rongrong Shi, Qiaoyi Yin, Yang Yuan, Fujun Lai, X. Luo","doi":"10.1108/ijopm-08-2023-0674","DOIUrl":"https://doi.org/10.1108/ijopm-08-2023-0674","url":null,"abstract":"PurposeBased on signaling theory, this paper aims to explore the impact of supply chain transparency (SCT) on firms' bank loan (BL) and supply chain financing (SCF) in the context of voluntary disclosure of supplier and customer lists.Design/methodology/approachBased on panel data collected from Chinese-listed firms between 2012 and 2021, fixed-effect models and a series of robustness checks are used to test the predictions.FindingsFirst, improving SCT by disclosing major suppliers and customers promotes BL but inhibits SCF. Specifically, customer transparency (CT) is more influential in SCF than supplier transparency (ST). Second, supplier concentration (SC) weakens SCT’s positive impact on BL while reducing its negative impact on SCF. Third, customer concentration (CC) strengthens the positive impact of SCT on BL but intensifies its negative impact on SCF. Last, these findings are basically more pronounced in highly competitive industries.Originality/valueThis study contributes to the SCT literature by investigating the under-explored practice of supply chain list disclosure and revealing its dual impact on firms' access to financing offerings (i.e. BL and SCF) based on signaling theory. Additionally, it expands the understanding of the boundary conditions affecting the relationship between SCT and firm financing, focusing on supply chain concentration. Moreover, it advances signaling theory by exploring how financing providers interpret the SCT signal and enriches the understanding of BL and SCF antecedents from a supply chain perspective.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"27 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139840597","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 : 2024-01-18DOI: 10.1108/ijopm-07-2023-0571
Qinru Wang, Xiaobo Xu, Yonggui Wang
PurposeIn this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this relation.Design/methodology/approachThe authors measure the level of SC strategy using natural language processing based on the annual financial reports of listed firms. Secondary data analysis is conducted on various databases encompassing 1,241 listed firms in China from 2011 to 2020. Additional tests are performed to assess the robustness of the results, and alternative explanations are duly considered.FindingsThe authors find that firms with an advanced level of SC strategy perform better on SCT. Furthermore, the authors observe that Agile SC strategy and Lean SC strategy have different effects on SCT over a firm’s life cycle. Agile SC strategy (the ratio of the proportion of Agile SC strategy word frequency divided by the proportion of Lean SC strategy word frequency greater than 1) has a significantly positive effect on SCT in the maturity stage; Lean SC strategy (the ratio less than 1) has a positive effect on SCT in the growth and decline stages. An increase in online media coverage negatively moderates the impact of the SC strategy (frequency of Lean and Agile SC strategy-related keywords) on SCT in the maturity stage. An increase in government environmental subsidies positively moderates the impact of SC strategy on SCT in the maturity and decline stages. Additionally, an increase in industrial competition intensity positively moderates the impact of the SC strategy on SCT in the decline stage.Originality/valueThe authors' study contributes to the Operations and Supply Chain Management (OSCM) literature by revealing the positive impact of SC strategy on SCT with objective secondary data. Additionally, the authors examine the moderating effects of moderators over the lifecycle of a firm on this relationship in an emerging market context. The authors' findings offer valuable guidance to companies operating in diverse market environments, providing actionable insights to strengthen their SC strategies and enhance SCT.
{"title":"The impact of supply chain strategy on supply chain transparency over the firm lifecycle: evidence from China","authors":"Qinru Wang, Xiaobo Xu, Yonggui Wang","doi":"10.1108/ijopm-07-2023-0571","DOIUrl":"https://doi.org/10.1108/ijopm-07-2023-0571","url":null,"abstract":"PurposeIn this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this relation.Design/methodology/approachThe authors measure the level of SC strategy using natural language processing based on the annual financial reports of listed firms. Secondary data analysis is conducted on various databases encompassing 1,241 listed firms in China from 2011 to 2020. Additional tests are performed to assess the robustness of the results, and alternative explanations are duly considered.FindingsThe authors find that firms with an advanced level of SC strategy perform better on SCT. Furthermore, the authors observe that Agile SC strategy and Lean SC strategy have different effects on SCT over a firm’s life cycle. Agile SC strategy (the ratio of the proportion of Agile SC strategy word frequency divided by the proportion of Lean SC strategy word frequency greater than 1) has a significantly positive effect on SCT in the maturity stage; Lean SC strategy (the ratio less than 1) has a positive effect on SCT in the growth and decline stages. An increase in online media coverage negatively moderates the impact of the SC strategy (frequency of Lean and Agile SC strategy-related keywords) on SCT in the maturity stage. An increase in government environmental subsidies positively moderates the impact of SC strategy on SCT in the maturity and decline stages. Additionally, an increase in industrial competition intensity positively moderates the impact of the SC strategy on SCT in the decline stage.Originality/valueThe authors' study contributes to the Operations and Supply Chain Management (OSCM) literature by revealing the positive impact of SC strategy on SCT with objective secondary data. Additionally, the authors examine the moderating effects of moderators over the lifecycle of a firm on this relationship in an emerging market context. The authors' findings offer valuable guidance to companies operating in diverse market environments, providing actionable insights to strengthen their SC strategies and enhance SCT.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"81 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139526479","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 : 2023-11-28DOI: 10.1108/ijopm-03-2023-0187
Renfei Gao, Jane Lu, Helen Wei Hu, Geoff Martin
PurposeThe rapid, yet low-profit, expansion of the production capacity of state-owned enterprises (SOEs) represents a remarkable phenomenon. However, the motivation behind this key operational decision remains underexplored, especially concerning the prioritization of sociopolitical and financial goals in operations management. Drawing on the multiple-goal model in the behavioral theory of the firm (BTOF), the authors' study aims to examine how SOE capacity expansion is driven by performance feedback regarding the sociopolitical goal of employment provision and how SOEs differently prioritize sociopolitical and financial goals based on negative versus positive feedback on the sociopolitical goal.Design/methodology/approachThe authors' study uses panel data on 826 Chinese SOEs in manufacturing industries from 2011 to 2019. The authors employ the fixed-effects model with Driscoll–Kraay standard errors, which are robust to heteroscedasticity, autocorrelation and cross-sectional dependence.FindingsThe authors find that SOEs increase capacity expansion as sociopolitical feedback becomes more negative, but they may not increase capacity expansion in response to positive sociopolitical feedback. Moreover, negative profitability feedback strengthens SOEs' capacity expansion in response to negative sociopolitical feedback. In contrast, negative profitability feedback weakens their response to positive sociopolitical feedback.Originality/valueThe authors' study offers a novel behavioral explanation of SOEs' operational decisions regarding capacity expansion. While the literature has traditionally assumed multiple goals as either hierarchical or compatible, the authors extend the BTOF's multiple-goal model to illuminate when firms pursue sociopolitical and financial goals as compatible (i.e. the activation rule) versus hierarchical (i.e. the sequential rule), thereby reconciling their tension in distinct performance situations. Practically, the authors provide fine-grained insights into how operations managers can prioritize multiple goals when making operational decisions. The authors' study also shows how policymakers can influence SOE operations to pursue sociopolitical goals for public benefit.
{"title":"Sociopolitical and financial goals in state-owned manufacturers' expansion of production capacity: evidence from China","authors":"Renfei Gao, Jane Lu, Helen Wei Hu, Geoff Martin","doi":"10.1108/ijopm-03-2023-0187","DOIUrl":"https://doi.org/10.1108/ijopm-03-2023-0187","url":null,"abstract":"PurposeThe rapid, yet low-profit, expansion of the production capacity of state-owned enterprises (SOEs) represents a remarkable phenomenon. However, the motivation behind this key operational decision remains underexplored, especially concerning the prioritization of sociopolitical and financial goals in operations management. Drawing on the multiple-goal model in the behavioral theory of the firm (BTOF), the authors' study aims to examine how SOE capacity expansion is driven by performance feedback regarding the sociopolitical goal of employment provision and how SOEs differently prioritize sociopolitical and financial goals based on negative versus positive feedback on the sociopolitical goal.Design/methodology/approachThe authors' study uses panel data on 826 Chinese SOEs in manufacturing industries from 2011 to 2019. The authors employ the fixed-effects model with Driscoll–Kraay standard errors, which are robust to heteroscedasticity, autocorrelation and cross-sectional dependence.FindingsThe authors find that SOEs increase capacity expansion as sociopolitical feedback becomes more negative, but they may not increase capacity expansion in response to positive sociopolitical feedback. Moreover, negative profitability feedback strengthens SOEs' capacity expansion in response to negative sociopolitical feedback. In contrast, negative profitability feedback weakens their response to positive sociopolitical feedback.Originality/valueThe authors' study offers a novel behavioral explanation of SOEs' operational decisions regarding capacity expansion. While the literature has traditionally assumed multiple goals as either hierarchical or compatible, the authors extend the BTOF's multiple-goal model to illuminate when firms pursue sociopolitical and financial goals as compatible (i.e. the activation rule) versus hierarchical (i.e. the sequential rule), thereby reconciling their tension in distinct performance situations. Practically, the authors provide fine-grained insights into how operations managers can prioritize multiple goals when making operational decisions. The authors' study also shows how policymakers can influence SOE operations to pursue sociopolitical goals for public benefit.","PeriodicalId":273410,"journal":{"name":"International Journal of Operations & Production Management","volume":"67 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139215853","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：