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Antecedent configurations toward supply chain resilience: The joint impact of supply chain integration and big data analytics capability 供应链复原力的前因配置:供应链整合与大数据分析能力的共同影响
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-12-17 DOI: 10.1002/joom.1282
Yisa Jiang, Taiwen Feng, Yufei Huang

Many antecedents identified as essential to supply chain resilience (SCR) are often studied independently, without considering their synergistic effects. Based on a case study and resource orchestration theory, this article focuses on configurations of different antecedents regarding supply chain integration and big data analytics capability to develop proactive and reactive SCR. Using survey data from 277 Chinese manufacturing firms, we consider three dimensions of supply chain integration, information integration, operational integration and relational integration, and three dimensions of big data analytics capability, technical skills, managerial skills and data driven-decision culture, and conduct fuzzy-set qualitative comparative analysis (fsQCA) to explore antecedent configurations generating high proactive and reactive SCR. We find that multiple antecedent configurations can achieve high SCR and configurations for high proactive and reactive SCR are not identical, which may involve alternative effects across different antecedents. We further implement propensity score matching analysis and reveal that firms following these configurations for high SCR also have better economic and operational performance. Moreover, we check the robustness of findings by using secondary data and attributes analysis with machine learning. This article complements and extends existing SCR literature from the configurational perspective and provides practical insights for managers to build SCR.

许多被认为对供应链复原力(SCR)至关重要的先决条件往往被单独研究,而不考虑其协同效应。本文以案例研究和资源协调理论为基础,重点研究了供应链整合和大数据分析能力等不同前因的配置,以发展主动和被动的 SCR。利用 277 家中国制造企业的调查数据,从供应链整合的三个维度--信息整合、运营整合和关系整合,以及大数据分析能力的三个维度--技术技能、管理技能和数据驱动决策文化,进行模糊集定性比较分析(fsQCA),探索产生高主动和高被动 SCR 的前因配置。我们发现,多种前因配置可以实现高 SCR,而且高主动和高被动 SCR 的配置并不完全相同,这可能涉及不同前因的替代效应。我们进一步实施倾向得分匹配分析,发现采用这些高 SCR 配置的企业也具有更好的经济和运营绩效。此外,我们还利用二手数据和机器学习的属性分析,检验了研究结果的稳健性。本文从配置的角度对现有的 SCR 文献进行了补充和扩展,为管理者建立 SCR 提供了实用的见解。
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引用次数: 0
Reflecting on 6 years as co-Editors-in-Chief of JOM 回顾在《JOM》担任联合主编的6年
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-12-05 DOI: 10.1002/joom.1283
Tyson R. Browning, Suzanne de Treville
<p>Our 6 years at the helm of <i>JOM</i> have been a real pleasure—and a lot of work. In this editorial, we reflect on some of the developments during our time in office, provide insights on some current policies, and review some items of interest to the <i>JOM</i> community.</p><p>As we began our terms in 2018, our foremost challenge was to increase the number of high-quality submissions to the Journal. Our strategy for this centered on emphasizing underutilized regions of <i>JOM</i>'s scope and widening the solution space for contributions (in terms of types, topics, and methods), developing authors and reviewers, and injecting our enthusiasm for OM into the scholarly community. We signaled our interest in additional types of submissions by creating new departments (Empirical Research Methods, Innovation and Project Management, Public Policy and Industry Studies) and broadening others (Design Science became Intervention-based Research, and Marketing and Retail became Operations Interfaces). Our initial editorial (Browning & de Treville, <span>2018</span>) welcomed new and underrepresented types of submissions such as literature reviews, conceptual papers, and those contributing empirically grounded research questions. <i>JOM</i>'s 40th anniversary in 2020 provided an ideal opportunity to reflect on where our field came from and where it could broadly and boldly go (Browning, <span>2020</span>). We aimed to provoke discussions in our field about the nature and role of topics such as Lean (Browning & de Treville, <span>2021</span>; Cusumano et al., <span>2021</span>; Hopp & Spearman, <span>2021</span>) and Six Sigma (de Treville, Browning, Holweg, & Shah, <span>2023</span>), where stubborn gaps persist between theory, teaching, and practice. These developments and debates are not standing still; they continue to provide opportunities for our community to engage and move forward. We wrote and accepted editorials and Forum articles on topics such as intervention-based research (Chandrasekaran et al., <span>2020</span>; Oliva, <span>2019</span>), warranted claims (Ketokivi & Mantere, <span>2021</span>), replication studies (Pagell, <span>2021</span>), and empirically grounding analytics research (de Treville, Browning, & Oliva, <span>2023</span>). Intervention-based research and the empirical grounding of analytics represent relatively unexplored territory whose development will dramatically contribute to the production of knowledge that will be highly relevant to practice. Building our contributions around warrant rather than futile attempts to “prove” a knowledge claim leads to sounder knowledge creation, as does ensuring the replicability of results. In contrast to calls for more replication, Pagell (<span>2021</span>) focused on the replication process, such that replication is built into ongoing research. Finally, everything that we have done has emphasized the use of formal conceptual definitions (Wacker, <span>2004</sp
我们掌舵《JOM》的6年是一件非常愉快的事情,也有很多工作要做。在这篇社论中,我们回顾了我们任职期间的一些发展,提供了对一些当前政策的见解,并回顾了JOM社区感兴趣的一些项目。
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引用次数: 0
Co-evolution of governance mechanisms and coopetition in public-private projects 公私项目治理机制的共同演化与合作
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-12-04 DOI: 10.1002/joom.1281
Audrey Rouyre, Anne-Sophie Fernandez, Isabel Estrada

One important question in public-private (PP) projects is how to manage coopetition—simultaneous cooperation and competition among project members. Prior studies on the governance of PP projects showed the importance of governance mechanisms to deal with major events such as technical or organizational disruptions but paid limited attention to the management of coopetition. At the same time, research on the management of coopetition mostly focused on industrial coopetition, whereas PP projects also entail public-private coopetition. Seeking to better understand how governance mechanisms may help manage coopetition in PP projects, we conducted an in-depth study of Galileo—a large PP project aimed at delivering Europe's own satellite-based navigation system. The findings show how three core aspects of project governance—(i) mechanisms (joint vs. separate use of contractual and relational mechanisms), (ii) form (lead organization vs. shared governance), and (iii) goals (to promote cooperation and/or prevent competition)—jointly explained the emergence and (mis)management of knowledge- and value-related coopetitive tensions. In turn, these tensions prompted a series of adaptations in the governance of the project. Our study contributes to a co-evolutionary understanding of the governance of PP projects and offers implications for practitioners seeking to (re)design PP project governance.

公私合营项目中的一个重要问题是如何管理项目成员之间的合作与竞争。先前关于PP项目治理的研究表明治理机制对于处理重大事件(如技术或组织中断)的重要性,但对合作管理的关注有限。同时,关于合作管理的研究多集中在产业合作上,而PP项目也涉及到公私合作。为了更好地理解治理机制如何有助于管理PP项目中的合作,我们对伽利略进行了深入研究——这是一个旨在提供欧洲自己的卫星导航系统的大型PP项目。研究结果显示了项目治理的三个核心方面——(i)机制(联合与单独使用契约和关系机制),(ii)形式(领导组织与共享治理),以及(iii)目标(促进合作和/或防止竞争)——如何共同解释了与知识和价值相关的合作紧张局势的出现和(错误的)管理。反过来,这些紧张关系促使了项目管理方面的一系列调整。我们的研究有助于对PP项目治理的共同进化理解,并为寻求(重新)设计PP项目治理的从业者提供启示。
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引用次数: 0
Understanding the impact of trade policy effect uncertainty on firm-level innovation investment 了解贸易政策效应不确定性对企业创新投资的影响
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-12-04 DOI: 10.1002/joom.1285
Daniel Chen, Nan Hu, Peng Liang, Morgan Swink

Drawing on real options and resource dependence theories, this study examines how firms adjust their innovation investments to address trade policy effect uncertainty (TPEU), a type of firm-specific, perceived environmental uncertainty capturing managers' difficulty in predicting the impacts of potential policy changes on business operations. To develop a context-dependent, time-varying measure of TPEU, we apply bidirectional encoder representations from transformers, an advanced deep learning technique. We analyze the texts of mandatory management discussion and analysis sections of annual reports from 3181 publicly listed Chinese firms. Our sample comprises 22,669 firm-year observations spanning the years 2007 to 2019. The econometric analyses show that firms experiencing higher TPEU will reduce innovation investments. This effect is stronger for firms facing lower competition, involving more foreign sales, and not owned by the state. These findings provide clarity on previously inconclusive results by showcasing the significant influence of policy effect uncertainty, as opposed to policy state uncertainty, on firms' decisions regarding innovation investments. Additionally, these findings underscore the importance of resource dependence factors as crucial contextual factors in this decision-making process.

利用实物期权和资源依赖理论,本研究考察了企业如何调整其创新投资以解决贸易政策效应不确定性(TPEU),这是一种企业特有的感知环境不确定性,反映了管理者难以预测潜在政策变化对企业运营的影响。为了开发一种情境依赖的、时变的TPEU测量方法,我们应用了来自变压器的双向编码器表示,这是一种先进的深度学习技术。我们分析了3181家中国上市公司年报中强制性管理层讨论和分析部分的文本。我们的样本包括2007年至2019年的22,669个公司年观察结果。计量经济分析表明,TPEU较高的企业将减少创新投资。这种效应对于面临较低竞争、涉及更多海外销售、非国有企业更为明显。这些发现通过展示政策效果不确定性(而不是政策状态不确定性)对企业创新投资决策的显著影响,为之前不确定的结果提供了清晰的解释。此外,这些发现强调了资源依赖因素在这一决策过程中作为关键背景因素的重要性。
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引用次数: 0
Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance 大型组织间项目(LIPs):面向组织间治理的综合视角和研究议程
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-11-27 DOI: 10.1002/joom.1280
Jens K. Roehrich, Andrew Davies, Beverly B. Tyler, Anant Mishra, Elliot Bendoly
<p>Organizations are becoming more reliant on projects to adapt and survive in an increasingly volatile, fast-moving, and competitive environment (e.g., Ramasesh & Browning, <span>2014</span>; Roehrich et al., <span>2023</span>; Tatikonda & Rosenthal, <span>2000</span>). Terms such as “projectification” (Midler, <span>1995</span>), “project society” (Lundin et al., <span>2015</span>), and “project economy” (Nieto-Rodriguez, <span>2021</span>) have been introduced to describe the growth of projects involved in delivering a large share of temporary interorganizational activities such as research and development (R&D), technology and new product development (NPD), capital goods and services, infrastructure, events, and organizational change. Some scholars have even suggested that projects have replaced continuous process structures (especially in the Western world), such as manufacturing activities, as the dominant form of organization in the 21st century (e.g., Nieto-Rodriguez, <span>2021</span>; Shenhar & Dvir, <span>2007</span>). While a large body of literature has identified that projects vary considerably in their complexity, novelty, uncertainty, and dynamism (Davies & Hobday, <span>2005</span>; Loch et al., <span>2006</span>), and that an increasing number are massive in scale (Flyvbjerg et al., <span>2003</span>; Miller & Lessard, <span>2000</span>; Scott et al., <span>2011</span>), research on how multiple organizations in large interorganizational projects (LIPs) are governed is still in its infancy.</p><p>This special issue (SI) of the <i>Journal of Operations Management</i> explores the key challenges and tensions involved in governing LIPs. We use the adjective “large” loosely to refer to interorganizational projects conducted at scale (here we loosely refer to factors such as physical size, impact, duration, as well as number of people and organizations involved), rather than focus on projects above an arbitrarily chosen value (e.g., $1 billon). Projects are “interorganizational” when comprised of multiple (often a mix of public, private, non-for-profit) organizations, working jointly to coordinate the production of unique, or customized, products and/or services in uncertain and dynamic environments (Jones & Lichtenstein, <span>2008</span>; Sydow & Braun, <span>2018</span>). LIPs are the organizational form most often used to produce basic science, create new products (or solutions), build public infrastructure, tackle problems related to social, economic, political, or environmental issues, and respond to natural disasters (e.g., Roehrich & Kivleniece, <span>2022</span>). LIPs deliver transformational outcomes for communities and societies (Flyvbjerg, <span>2014</span>) and are increasingly important in many industries and sectors such as healthcare, defense, aerospace, mining, telecommunications, information technology (IT), transport, utilities, “big science” experiments, and major cultural and
组织越来越依赖于项目来适应和生存在一个日益不稳定、快速变化和竞争的环境中(例如,Ramasesh &褐变,2014;Roehrich et al., 2023;Tatikonda,罗森塔尔,2000)。“项目化”(Midler, 1995)、“项目社会”(Lundin et al., 2015)和“项目经济”(Nieto-Rodriguez, 2021)等术语被引入来描述项目的增长,这些项目涉及提供大量临时组织间活动,如研发(R&D)、技术和新产品开发(NPD)、资本货物和服务、基础设施、事件和组织变革。一些学者甚至提出,项目已经取代了连续的过程结构(特别是在西方世界),如制造活动,成为21世纪的主要组织形式(例如,Nieto-Rodriguez, 2021;申哈,Dvir, 2007)。虽然大量文献已经确定项目在复杂性、新颖性、不确定性和动态性方面差异很大(Davies &;Hobday 2005;Loch等人,2006),而且越来越多的人规模庞大(Flyvbjerg等人,2003;米勒,Lessard, 2000;Scott et al., 2011),关于大型组织间项目(lip)中的多个组织如何治理的研究仍处于起步阶段。本期《运营管理杂志》特刊探讨了管理lip的主要挑战和紧张关系。我们使用形容词“大”来指代大规模实施的组织间项目(这里我们粗略地指代诸如物理大小、影响、持续时间以及涉及的人员和组织数量等因素),而不是关注任意选择的价值(例如,10亿美元)以上的项目。当项目由多个(通常是公共、私人、非营利组织的混合)组织组成时,项目是“跨组织”的,在不确定和动态的环境中共同协调独特的或定制的产品和/或服务的生产(Jones &;利希滕斯坦,2008;Sydow,布劳恩,2018)。lip是最常用于基础科学研究、创造新产品(或解决方案)、建设公共基础设施、解决与社会、经济、政治或环境问题相关的问题以及应对自然灾害的组织形式(例如Roehrich &Kivleniece, 2022)。lip为社区和社会带来变革性成果(Flyvbjerg, 2014),并且在许多行业和部门中越来越重要,例如医疗保健、国防、航空航天、采矿、电信、信息技术(IT)、运输、公用事业、“大科学”实验以及重大文化和体育活动(Bendoly &曹国伟,2016;Caldwell et al., 2017;Mishra et al., 2020)。虽然项目通常被认为是运营和供应链管理(OSCM;例如,本多利&;做苦工,2007;Bendoly, 2014;Roehrich,刘易斯,2014;Mishra,褐变,2020;Mishra et al., 2020;Salvadore et al., 2021),对lip的大部分研究都是由项目管理(PM)或邻近学科(例如创新管理)的学者进行的,他们使用各种理论视角来理解管理、组织、制度和治理安排。这项研究经常使用一系列标签来描述lip,包括“重大项目”(Morris, 1994,2013)、“大型工程项目”(Miller &Lessard, 2000),“系统的系统”项目(Davies &Hobday 2005;申哈,Dvir, 2007), 10亿美元或更多的“大型项目”(Flyvbjerg, 2017),“组织间项目”(Sydow &Braun, 2018)和“全球项目”(Scott et al., 2011)。我们在lip的标签下汇集了以前的研究,以便为治理讨论提供清晰度和连贯性。我们提请注意这样一个事实,即需要对lip进行进一步的OSCM研究,以解决许多未解决的组织间治理挑战。在日益复杂、新颖、不确定和快速变化的环境中,lip的治理尤其具有挑战性,从而产生了对实践和政策具有重要意义的未解决的理论问题(Chakkol等人,2018;Ramasesh,褐变,2014;申哈,2001)。lip面临着重大的治理挑战,需要契约和关系治理,以及多个组织之间的协作形式,这些组织通常具有不同的目标、不同的利益,以及不同的能力和资源水平(Roehrich &;刘易斯,2014;Zheng et al., 2008)。PM和相关学科的研究已经确定了在不同环境中组织和管理lip所涉及的挑战(例如,Davies等人,2023;申哈,Dvir, 2007),并开始解决组织间项目治理(例如,m<e:1>勒等人,2023)。 然而,借鉴关于项目、计划和基于项目的组织治理的各种理论观点(m<s:2> ller等人,2023),项目管理对项目治理的研究,除了少数例外(例如,Levitt等人,2019),忽视了协作(例如,Gulati等人,2012)、关系和契约治理(Bercovitz &泰勒,2014;Poppo,曾庆红,2002;Roehrich,Lewis, 2014)和合作(Bengtsson &Kock, 2000)适用于唇部。为了填补这一空白,管理和OSCM学者最近探索了lip的治理,包括如何需要协作来建立各方之间的合作,控制和协调相互依存的任务,并使lip中涉及的不同各方的目标和利益保持一致(例如,Aben等人,2021;Hartmann et al., 2014;奥利维拉,Lumineau, 2017;Tee等人,2019;Zheng et al., 2008)。然而,这样的调查很少,需要对lip的治理进行进一步的研究,以了解如何调整激励,分配决策权和责任,并确保信息流和知识交换以满足共同目标(经济和社会)价值观和绩效目标(Roehrich et al., 2020;Sarafan et al., 2022)。我们目前讨论的目标是鼓励学者们对lip治理的性质、挑战和动态进行进一步的研究。特别是,我们鼓励学者借鉴一般管理、OSCM、PM和相关文献的见解,为如何提高大规模努力的绩效和应对21世纪社会面临的重大挑战做出新颖而有趣的理论贡献(George et al., 2016)。本SI中出现的四篇论文强调了各种理论观点、分析单元和方法,以加深我们对lip治理的理解。他们考察了各种行业、机构背景和设置中的项目,并探索了lip之间和内部已经(或尚未)成功的实践。以这些研究为背景,并以下面的讨论为指导,我们希望未来对lip的研究将进一步推进概念、理论和方法上的贡献,并支持这一重要领域的科学、实践和政策的进步。
{"title":"Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance","authors":"Jens K. Roehrich,&nbsp;Andrew Davies,&nbsp;Beverly B. Tyler,&nbsp;Anant Mishra,&nbsp;Elliot Bendoly","doi":"10.1002/joom.1280","DOIUrl":"10.1002/joom.1280","url":null,"abstract":"&lt;p&gt;Organizations are becoming more reliant on projects to adapt and survive in an increasingly volatile, fast-moving, and competitive environment (e.g., Ramasesh &amp; Browning, &lt;span&gt;2014&lt;/span&gt;; Roehrich et al., &lt;span&gt;2023&lt;/span&gt;; Tatikonda &amp; Rosenthal, &lt;span&gt;2000&lt;/span&gt;). Terms such as “projectification” (Midler, &lt;span&gt;1995&lt;/span&gt;), “project society” (Lundin et al., &lt;span&gt;2015&lt;/span&gt;), and “project economy” (Nieto-Rodriguez, &lt;span&gt;2021&lt;/span&gt;) have been introduced to describe the growth of projects involved in delivering a large share of temporary interorganizational activities such as research and development (R&amp;D), technology and new product development (NPD), capital goods and services, infrastructure, events, and organizational change. Some scholars have even suggested that projects have replaced continuous process structures (especially in the Western world), such as manufacturing activities, as the dominant form of organization in the 21st century (e.g., Nieto-Rodriguez, &lt;span&gt;2021&lt;/span&gt;; Shenhar &amp; Dvir, &lt;span&gt;2007&lt;/span&gt;). While a large body of literature has identified that projects vary considerably in their complexity, novelty, uncertainty, and dynamism (Davies &amp; Hobday, &lt;span&gt;2005&lt;/span&gt;; Loch et al., &lt;span&gt;2006&lt;/span&gt;), and that an increasing number are massive in scale (Flyvbjerg et al., &lt;span&gt;2003&lt;/span&gt;; Miller &amp; Lessard, &lt;span&gt;2000&lt;/span&gt;; Scott et al., &lt;span&gt;2011&lt;/span&gt;), research on how multiple organizations in large interorganizational projects (LIPs) are governed is still in its infancy.&lt;/p&gt;&lt;p&gt;This special issue (SI) of the &lt;i&gt;Journal of Operations Management&lt;/i&gt; explores the key challenges and tensions involved in governing LIPs. We use the adjective “large” loosely to refer to interorganizational projects conducted at scale (here we loosely refer to factors such as physical size, impact, duration, as well as number of people and organizations involved), rather than focus on projects above an arbitrarily chosen value (e.g., $1 billon). Projects are “interorganizational” when comprised of multiple (often a mix of public, private, non-for-profit) organizations, working jointly to coordinate the production of unique, or customized, products and/or services in uncertain and dynamic environments (Jones &amp; Lichtenstein, &lt;span&gt;2008&lt;/span&gt;; Sydow &amp; Braun, &lt;span&gt;2018&lt;/span&gt;). LIPs are the organizational form most often used to produce basic science, create new products (or solutions), build public infrastructure, tackle problems related to social, economic, political, or environmental issues, and respond to natural disasters (e.g., Roehrich &amp; Kivleniece, &lt;span&gt;2022&lt;/span&gt;). LIPs deliver transformational outcomes for communities and societies (Flyvbjerg, &lt;span&gt;2014&lt;/span&gt;) and are increasingly important in many industries and sectors such as healthcare, defense, aerospace, mining, telecommunications, information technology (IT), transport, utilities, “big science” experiments, and major cultural and ","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"4-21"},"PeriodicalIF":7.8,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1280","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138534689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Friend or foe? The impact of refurbished products in markets with network effects and standards competition 朋友还是敌人?翻新产品在网络效应和标准竞争市场中的影响
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-11-06 DOI: 10.1002/joom.1279
Yilong (Eric) Zheng, Qi Wang, Chang Hee Park

The practice of offering refurbished products has become increasingly prevalent, yet limited research has studied the potential consequences of this emerging product strategy on the market performance of the corresponding brand-new products. This study addresses this gap by examining the impact of refurbished products in markets characterized by network effects and standards competition, while considering the developmental stage of the technology standard employed by the products. Introducing refurbished products, primarily remanufactured from returned items, can pose challenges such as sales cannibalization and negative perceptions of product quality. We propose that introducing refurbished products can also generate positive effects, because the availability of refurbished products can be perceived as an indication of sizable prior sales of the brand-new counterparts, alleviating consumers' concerns regarding an insufficient user base and limited availability of complementary products. Our empirical and experimental studies consistently demonstrate that the availability of refurbished products adversely affects the market value and purchase intention of the corresponding brand-new products employing established technology standards. In contrast, the introduction of refurbished products does not have such a detrimental effect on products utilizing unestablished standards. Moreover, for a specific group of consumers, this green product strategy increases their purchase intention of brand-new products. The managerial implications of the findings are discussed.

提供翻新产品的做法日益盛行,但对这一新兴产品策略对相应全新产品市场表现的潜在影响的研究却十分有限。本研究针对这一空白,研究了翻新产品在以网络效应和标准竞争为特征的市场中的影响,同时考虑了产品所采用的技术标准的发展阶段。引入翻新产品(主要是由退还物品再制造而成)可能会带来销售蚕食和产品质量负面认知等挑战。我们提出,引入翻新产品也能产生积极的效果,因为翻新产品的可用性可被视为全新同类产品之前销量可观的标志,从而减轻消费者对用户基础不足和补充产品可用性有限的担忧。我们的实证研究和实验研究一致表明,翻新产品的出现会对采用既定技术标准的相应全新产品的市场价值和购买意向产生不利影响。与此相反,翻新产品的推出并不会对采用未确立标准的产品产生如此不利的影响。此外,对于特定的消费者群体来说,这种绿色产品战略会增加他们对全新产品的购买意向。本文讨论了研究结果的管理意义。
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引用次数: 0
Mitigating the curse of complexity: The role of focus and the implications for costs of care 减轻复杂性的诅咒:重点的作用及对护理成本的影响
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-10-23 DOI: 10.1002/joom.1278
Sriram Thirumalai, Sarv Devaraj

There has been a resurgence of interest in the role of operational focus in the healthcare operations literature in the backdrop of increasing demand for efficient and effective care. However, the evidence on the benefits of focus in healthcare is mixed. Our study proposes that a key piece of this puzzle that is been largely missing is an explicit consideration of the complexity of patient care needs. Specifically, our study serves to answer the questions: How does the complexity of care requirements affect care delivery operations? How does focus across the hierarchical levels of care affect care delivery outcomes across complexity regimes? The empirical analysis in the study is based on a large generalizable dataset of 246,663 patient discharges across 26 categories at 154 hospitals. We develop a multi-factor measure of complexity of care requirements. The study results point to the deleterious impact of complexity on the costs of care. Next, our findings highlight the differential impact of focus across hierarchical levels (task-level focus, category-level focus, and selective focus in related areas) on the costs of care. Third, our study findings highlight the role of focus in mitigating the effects of complexity on costs in a healthcare setting. We discuss the implications of the study findings for theory and practice, and the directions for future research.

在对高效和有效医疗服务的需求日益增长的背景下,医疗运营文献中对运营重点作用的关注再次升温。然而,有关医疗保健中专注的益处的证据却不尽相同。我们的研究提出,在这一难题中,明确考虑患者护理需求的复杂性是一个关键环节,而这一环节在很大程度上是缺失的。具体来说,我们的研究旨在回答以下问题:护理需求的复杂性如何影响护理服务的运作?在不同的复杂性制度下,不同层次的护理重点如何影响护理服务的结果?本研究的实证分析基于 154 家医院 26 个类别 246,663 名出院患者的大型通用数据集。我们开发了一种衡量护理要求复杂性的多因素方法。研究结果表明了复杂性对护理成本的有害影响。其次,我们的研究结果强调了不同层次的关注点(任务层面的关注点、类别层面的关注点以及相关领域的选择性关注点)对护理成本的不同影响。第三,我们的研究结果强调了在医疗环境中,重点在减轻复杂性对成本的影响方面所起的作用。我们将讨论研究结果对理论和实践的影响,以及未来研究的方向。
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引用次数: 0
Closed loop supply chains in apparel: Current state and future directions 服装业的闭环供应链:现状与未来方向
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-09-24 DOI: 10.1002/joom.1274
Meltem Denizel, Caroline Z. Schumm

The apparel and textile industry (AT) is considered one of the most polluting industries in the world due to the complexity of the supply chain and the high volume of natural resources and toxic chemicals used during manufacturing. Closed loop supply chains (CLSC) for apparel and textile are unique and therefore the circular economy solutions that exist for other industries, especially the electronics industry where these solutions are used extensively, may not be successful. This study aims to evaluate the practices of fashion brands that currently employ a CLSC to better understand the existing strategies and prevalent issues in comparison to the electronics industry. We developed a framework based on factors that identify the delineating aspects of a CLSC and performed a content analysis of the publicly available sustainability reports of companies. The results show the need for different solutions between the industries and indicate a need for research that is informed by the AT specific contextual factors since one-fits-all solutions will not work well across industries.

服装和纺织业(AT)被认为是世界上污染最严重的行业之一,原因在于供应链的复杂性以及生产过程中使用的大量自然资源和有毒化学品。服装和纺织业的闭环供应链(CLSC)是独一无二的,因此,其他行业(尤其是广泛使用这些解决方案的电子行业)现有的循环经济解决方案可能不会成功。本研究旨在评估目前采用循环经济链的时尚品牌的做法,以便更好地了解与电子行业相比的现有战略和普遍问题。我们开发了一个基于各种因素的框架,以确定可持续发展供应链的各个环节,并对各公司公开发布的可持续发展报告进行了内容分析。研究结果表明,不同行业需要不同的解决方案,并表明有必要根据空调行业的具体背景因素开展研究,因为 "一刀切 "的解决方案无法在不同行业取得良好效果。
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引用次数: 0
Behavioral multi-lever decision-making: A study of consumer return policy, price, and inventory decisions 行为多层次决策:消费者退货政策、价格和库存决策研究
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-09-05 DOI: 10.1002/joom.1276
Han Kyul Oh, Huseyn Abdulla, Rogelio Oliva

Consumer return policies have been long recognized and studied by operations management scholars as an important managerial lever in a retail environment. Yet, the behavioral aspects of return policy decision-making and interaction of return policy decisions with other common operational decisions have not been investigated to date. We present a behavioral analysis of return policy decision-making in a retail environment with aggregate demand and individual product valuation uncertainties. Leveraging a generalized newsvendor context, we conduct a randomized behavioral experiment to understand how individuals make each of the three key retail decisions—refund amount, price, and order quantity—and the causal effect of salvage value on these decisions. We find that decision-makers exhibit behavioral regularities in making decisions across the three levers and they react to changes in the operating conditions in a boundedly rational manner, suggesting the use of heuristics. Based on behavioral regularities that we observe in our data—that is, responses, time-dependent effects, and decision dependencies—we develop a process theory based on behavioral decision-making tenets that offers a new direction with testable hypotheses for future research. The process theory describes a conditional decision-making heuristic that leads to a propagation of decision errors across different levers as well as lever-specific decision biases.

消费者退货政策作为零售环境中的一个重要管理杠杆,长期以来一直被运营管理学者所认可和研究。然而,迄今为止,尚未对退货政策决策的行为方面以及退货政策决策与其他常见运营决策的互动进行调查。我们对具有总需求和单个产品估值不确定性的零售环境中的退货政策决策进行了行为分析。利用广义的新闻供应商背景,我们进行了一项随机行为实验,以了解个人如何做出三个关键零售决策——退款金额、价格和订单数量——以及残值对这些决策的因果影响。我们发现,决策者在跨三个杠杆做出决策时表现出行为规律,他们以一种无限理性的方式对操作条件的变化做出反应,这表明他们使用了启发式方法。基于我们在数据中观察到的行为规律,即反应、时间依赖性效应和决策依赖性,我们开发了一种基于行为决策原则的过程理论,为未来的研究提供了一个新的方向和可测试的假设。过程理论描述了一种条件决策启发式方法,该方法会导致决策错误在不同杠杆上传播,以及特定杠杆的决策偏差。
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引用次数: 0
Designing the transition to operations in large inter-organizational projects: Strategy, structure, process, and people 在大型组织间项目中设计向运营的过渡:战略、结构、流程和人员
IF 7.8 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-09-03 DOI: 10.1002/joom.1275
Xinyue Zhang, Juliano Denicol, Paul W. Chan, Yun Le

The transition from projects to operations requires a spanning from more temporary, goal-oriented, and evolving organizational forms to more permanent, routine, and ongoing organizational forms. A question of practical and theoretical significance is how to organize the transition to operations in large inter-organizational projects. To answer this question, we conducted a longitudinal case study of Beijing Daxing International Airport, which is the largest transportation hub in China to date, and provides rich evidence for successfully managing the transition to operations. By analyzing the organizational design strategy, structures, processes, and management of people in the transition, we provide a synthetic framework for designing the transition to operations in large inter-organizational projects. The framework provides a set of considerations to design organizational boundaries that build connections, emphasize coordination, and achieve continuity between projects and operations. This study contributes to the nexus of operations management and project management and the organizational design of large inter-organizational projects.

从项目到运营的过渡需要从更临时的、目标导向的和不断发展的组织形式过渡到更永久的、常规的和持续的组织形式。一个具有实践和理论意义的问题是如何组织大型组织间项目向运营的过渡。为了回答这个问题,我们对北京大兴国际机场进行了纵向案例研究,该机场是迄今为止中国最大的交通枢纽,为成功管理向运营的过渡提供了丰富的证据。通过分析转型中的组织设计策略、结构、流程和人员管理,我们为大型组织间项目的运营转型设计提供了一个综合框架。该框架提供了一系列考虑因素,以设计组织边界,建立联系,强调协调,并实现项目和运营之间的连续性。这项研究有助于运营管理和项目管理的联系,以及大型组织间项目的组织设计。
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引用次数: 0
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Journal of Operations Management
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