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International Journal of Operations & Production Management
Number of Followers: 22  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0144-3577
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  • Operational supply risk mitigation of SME and its impact on operational
           performance
    • Pages: 478 - 502
      Abstract: International Journal of Operations & Production Management, Volume 39, Issue 4, Page 478-502, May 2019.
      Purpose The purpose of this paper is to investigate how buyer–supplier social capital may help mitigate operational supply risk (OSR) of small- and medium-sized enterprises (SMEs). It empirically examines a framework that posits the direct and mediated impacts of three dimensions of buyer–supplier social capital – structural, relational and cognitive – and supplier integration on the OSR of SMEs and consequently their operational performance. Design/methodology/approach This study uses data collected via a questionnaire from 485 manufacturing SMEs in Bangladesh for analysis using structural equation modeling. Findings The analysis reveals that all the three dimensions of buyer–supplier social capital can effectively reduce the OSR of SMEs, either directly or indirectly through supplier integration. The mediating role of supplier integration in the relationship between social capital and OSR is confirmed and the negative impact of OSR on operational performances of SMEs is verified. Research limitations/implications Generalization of the findings needs to be prudent since the study gathered information only from manufacturing SMEs in Bangladesh on the buyer side of the buyer–supplier dyad. Practical implications Findings of this study can provide references for SME practitioners to formulate their OSR mitigation strategies for enhancing operational performance. Originality/value This study adds to the currently scarce literature on OSR of SMEs by combining antecedents and consequences of OSR in a single framework. It also extends the use of buyer–supplier social capital to risk mitigation research.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-04-10T02:39:10Z
      DOI: 10.1108/IJOPM-09-2017-0561
       
  • The responsibilities of the project owner in benefits realization
    • Pages: 503 - 524
      Abstract: International Journal of Operations & Production Management, Volume 39, Issue 4, Page 503-524, May 2019.
      Purpose Recent research has proposed the position of a project owner as the individual accountable for realizing target benefits. However, there is a lack of understanding in the literature of this role – in particular, the specific responsibilities of the project owner that can enhance benefits realization and operations performance. The paper aims to discuss this issue. Design/methodology/approach The paper identifies these responsibilities in practice through two studies – a qualitative study, which includes interviews with senior executives who fund projects, and an in-depth longitudinal case study, which describes a company that continuously realizes the benefits from its projects. Findings The results suggest that a project owner should have 22 key responsibilities across four project phases and that an operations manager is often the most suitable candidate to fulfill this role in operations improvement projects. When performing these project responsibilities effectively, operations managers enhance benefits realization and operations improvement. Finally, the paper proposes five hypotheses for future research. Originality/value Based on agency theory, the paper increases our knowledge of the role of the project owner in practice. This new knowledge can enhance the realization of target benefits from projects and ensure a smooth transition from the project to the operations environment.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-04-08T03:32:55Z
      DOI: 10.1108/IJOPM-02-2018-0086
       
  • The influences of contract structure, contracting process, and service
           complexity on supplier performance
    • Pages: 525 - 549
      Abstract: International Journal of Operations & Production Management, Volume 39, Issue 4, Page 525-549, May 2019.
      Purpose To build a more comprehensive understanding of factors affecting the success of service contracting, the purpose of this paper is to investigate the influences of service complexity, contract structure and contracting process on the buyer-perceived supplier performance in business-to-business (B2B) services. Design/methodology/approach A research model is developed based on transaction cost economics and the research on service contracting. The model is tested by the survey data collected. Professional focus groups on LinkedIn are used to generate the list of potential respondents. The sample consists of 177 purchasing professionals from 25 countries. Findings The results indicate that three major contract dimensions and follow-up management practices positively influence buyer-perceived supplier performance. Furthermore, service complexity amplifies the effects of incentives designed in the contract and the buyer’s follow-up contract management on perceived supplier performance. Research limitations/implications The sample consists of respondents from 25 countries and provides good geographic coverage. However, the results should be generalized with caution because not all countries were represented equally. Practical implications The study suggests a framework and guidelines for purchasing managers to improve the design and management of service contracts to secure good performance from their supplier. Originality/value This paper contributes to understanding the performance-enhancing aspects of designing and monitoring service contracts in B2B contexts. It also adds to the knowledge of the role of service complexity in successful B2B service purchasing.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-03-28T11:45:11Z
      DOI: 10.1108/IJOPM-12-2016-0756
       
  • The adoption of green practices by Chinese firms
    • Pages: 550 - 572
      Abstract: International Journal of Operations & Production Management, Volume 39, Issue 4, Page 550-572, May 2019.
      Purpose Despite touting the value of green practices, many firms struggle to respond appropriately to the diverse environmental issues. The purpose of this paper is to investigate how the external and internal pressures interplay to influence top management championship, which, in turn, fosters the company’s green culture and the adoption of green practices. It thus helps to explain Chinese firms’ diversity with respect to the adoption of green practices. Design/methodology/approach A conceptual model is developed that summarizes the interplay of external and internal pressures, top management championship, green culture and the adoption of green practices. Data from 148 Chinese manufacturing firms were collected and a structural equation model was used for statistical analysis. Findings Government policy that provides incentives to adopt green practices and overseas customers’ green demand has significant positive influences on top management championship, while resources pressure has a significant negative effect. Government command and control policy, domestic customers’ green demand and organizational inertia do not impact top management championship. Furthermore, top management championship is positively correlated to both green culture and green practices, and green culture contributes to implementing green practices. Practical implications The findings help us understand which external and internal factors inspire or force top management to adopt green practices, and how they do so. Moreover, managers must also be aware of the bridging role of green culture. The findings will be valuable to policy makers in forming and enforcing “stick” or “carrot” environmental policies. Originality/value Leveraging a multi-theoretic approach, the authors’ research builds on insights from the institutional theory, natural resource-based view (NRBV) and upper echelons perspective, so as to increase the authors’ understanding on how firms adopt green practices to respond to environmental sustainability pressures. The institutional theory and the NRBV are leveraged in this study to recognize that firms perceive not only external institutional pressure for environmental management but also the internal pressure from resource constraints and capability to change. Upper echelons perspective is integrated into this study to explain the leadership role that top management serves in the management of the organization’s response to dynamic changes in the institutional environment and cultivate green culture within organization.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-04-16T01:50:02Z
      DOI: 10.1108/IJOPM-12-2017-0753
       
  • Co-innovation toolbox for demand-supply chain synchronisation
    • Pages: 573 - 593
      Abstract: International Journal of Operations & Production Management, Volume 39, Issue 4, Page 573-593, May 2019.
      Purpose The purpose of this paper is to promote decision-making structures between the customer and the supplier in a highly uncertain environment. This phenomenon of demand-supply chain synchronisation includes sharing of high-quality and timely demand and supply information in order to improve the quality and speed of decision-making. Design/methodology/approach The study was carried out as an abductive case study, which started from empirical observations that did not match the prior theoretical framework. Through abductive reasoning and empirical experiments, the prior framework was extended to a new synchronisation model and tools that better accommodate the observed need. Findings A new co-innovation toolbox was developed to create common understanding of demand-supply chain synchronisation between the customer and the supplier. The toolbox includes Demand Visibility Point-Demand Penetration Point, Supply Visibility Point–Supply Penetration Point and Integrative Synchronisation tools. Research limitations/implications The study extends the current models and tools of demand-supply chain synchronisation. With the new toolbox, the development needs of decision-making structures can be identified more comprehensively than with the current tools. Practical implications The developed visual toolbox helps partners create a common understanding of problems and development possibilities in demand-supply chain synchronisation in a highly uncertain environment. Common understanding is a starting point for changing decision-making structures to improve the overall performance of a demand-supply chain. Originality/value The new toolbox is both more comprehensive and more detailed than the previous tools.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-04-30T09:57:46Z
      DOI: 10.1108/IJOPM-09-2018-0527
       
  • Relating entrepreneurial orientation with operational responsiveness
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Premised on dynamic capability theory, the purpose of this paper is to explore the link between entrepreneurial orientation (EO) and operational responsiveness (OR). In addition, grounded in contingency theory, the authors examine the roles of competitive intensity and technological turbulence in affecting the entrepreneurial orientation and OR link. Design/methodology/approach This study proposes that firms’ entrepreneurial initiatives in terms of innovativeness, proactiveness and risk-taking significantly affect their responsiveness. Competitive intensity and technological turbulence moderate the EO and OR relationship. Using hierarchical regression analysis, the authors analyze the data generated from a sample of 164 small-and-medium enterprises in the USA. Findings The findings show that entrepreneurial initiatives are instrumental in responding to market requirements, which in turn results in superior performance. The authors also find that the interactive effects of innovativeness/risk-taking and competitive intensity are significant and positive, while those of innovativeness/proactiveness and technological turbulence on responsiveness are significant but negative. These findings imply that OR is effective when the level of competitive intensity is high while technological turbulence is low. Research limitations/implications The authors conclude the paper by suggesting that entrepreneurial actions are pre-requisites for OR, which becomes effective only when the market experiences a moderate level of competition and a low level of technological change. The study provides implications for cross-functional research in the areas of entrepreneurship and operations management (OM) and also suggests future directions in this research stream. Originality/value Although responsiveness has been recognized as a critical competitive capability in the OM literature, its relationship with EO is not fully understood and has not been empirically tested. Moreover, the interplay between EO and competitive intensity/technological turbulence and their effects on effective OR have not been gauged in the past.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-06-03T09:54:43Z
      DOI: 10.1108/IJOPM-07-2018-0411
       
  • A contingent assessment of the structural and governance characteristics
           of interconnected dyads in multitier supply chains
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the buyer–supplier exchange dynamic in terms of the influence of product and market contingencies on the interfirm connectivity, governance and exchange performance of interconnected dyads in multitier supply chains (MSCs). Design/methodology/approach Using an inductive approach, the authors analyzed the supply network of a high-end motorcycle manufacturer (OEM). Four sets of “interconnected dyads” constituting four embedded units of analysis were considered, each involving the OEM, its tier 1 and corresponding tier 2 suppliers. These interconnected dyads representing four strategic components and their sub-components offer contrasts in terms of product and market contingencies. Findings This analysis reveals that product and market contingencies influence patterns of dependence among firms. These in turn impact interfirm connectivity (i.e. structural characteristic), and the degree of contract formalization, collaboration and concentration of decision-making power (i.e. governance characteristics) in the interconnected dyads. The authors also found that structural and governance aspects can have mutual influence, leading to satisfactory or unsatisfactory outcomes. Propositions synthesizing the relationships among the constructs are developed. Research limitations/implications The constructs and their underlying relationships need to be further refined if we are to devise hypotheses and validate them at a large-scale empirical level. Originality/value This is one of the first studies to explore the influence of business contingencies on the complex buyer–supplier exchange dynamic in MSCs having a “beyond the dyad” perspective. The authors address why and how various types of interconnectivity are developed, and how the interplay among interfirm dependence, connectivity and governance influences the suppliers’ performance in the MSCs.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-06-03T09:51:44Z
      DOI: 10.1108/IJOPM-11-2017-0673
       
  • Supply chain resilience: the whole is not the sum of the parts
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to investigate how resilience at different nodes in the supply chain influences overall supply chain resilience (SCRES) during an extreme weather event. Design/methodology/approach Based on 41 in-depth interviews, this qualitative study examines two Brazilian agri-food supply chains (AFSC). The interviews explored the impacts, preparedness, response and adaptation strategies adopted by farmers, processors and manufacturers during Brazil’s extreme drought of 2014–2015. Findings SCRES does not depend on all organizations in the supply chain but rather on the company able to reconfigure the resources to control for the disruption. In a supply chain with low interdependence among players, individual firm resilience elements might be preferable to interorganizational ones. Research limitations/implications This study is based on the context of AFSCs with low interdependence among players and during the experience of a climatic event. The results might not be generalizable to other sectors and phenomena. Practical implications Firms must evaluate their positions in supply chains and their interfirm relationships to determine which resilience strategy to invest in and rely on. Moreover, to leverage resilience at the supply chain level, firms must intensify information sharing and improve proactive resilience strategies upstream as well as downstream in the supply chain. Originality/value This study presents a broader perspective of resilience by comparing resilience elements at both the node and supply chain levels and by discussing their interactions and trade-offs.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-06-03T09:48:04Z
      DOI: 10.1108/IJOPM-09-2017-0510
       
  • Human capital routines and sustainability trade-offs
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Sustainable operations management is characterized by environmental, social and operational goals. The implementation of routines to protect and direct the effective use of human capital is proposed to potentially improve all three dimensions. However, functional managers with overlapping responsibilities at the plant-level might implement human capital routines based on their individual functional schemas. The purpose of this paper is to investigate whether functional managers have conflicting perceptions of human capital routines, due to narrow perceptions benefiting their own functional domain, and thus generate trade-offs. Design/methodology/approach A combination of matched survey and archival data from 198 manufacturing plants is used to explore the degree to which functional managers have conflicting perceptions of human capital routines and the effects of these perceptions on sustainability outcomes. Findings The results indicate that on average functional managers have conflicting perceptions that generate trade-offs between sustainability dimensions. However, when functional managers had a shared perception better outcomes on all sustainability dimensions are shown. Thus, human capital routines can be a powerful tool for sustainability only if senior management can promote a shared schema across functional managers. Originality/value Differently than most previous studies assuming shared sustainability goals within an organization, this study considers a multiplicity of functional actors with potentially varying perceptions about sustainability goals and links these to organizational routine implementation and outcomes. Additionally, the dynamic and subjective nature of organizational routines, such as human capital routines, is proposed to explain contradictory impacts in a multi-objective setting such as sustainable operations management.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-05-16T10:12:03Z
      DOI: 10.1108/IJOPM-05-2018-0247
       
  • Resilience of medium-sized firms to supply chain disruptions: the role of
           internal social capital
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to explore resources or capabilities that enable medium-sized firms to be resilient, namely, to avoid and recover from supply chain disruptions. Design/methodology/approach A case-study method is employed with four medium-sized manufacturing firms headquartered in the USA that have global supply chains. Data are collected from semi-structured interviews with key informants from diverse functions and managerial levels, archival documents, observation and a resilience assessment. Findings Internal social capital emerged as a resilience-enhancing resource, comprising: structural capital grounded in small network size, geographical proximity among decision makers and low hierarchy; relational capital grounded in close relationships, commitment and respect; and cognitive capital grounded in long employee tenure. Originality/value This is the first paper in the supply chain management literature to examine the resilience of medium-sized firms, an under-researched context. It is also the first paper to introduce internal social capital as a resilience-enhancing resource. Hence, this is among the few papers to propose a resilience-enhancing resource rooted not in a firm’s supply chain operations but its human resources. This paper, moreover, identifies several facets of internal social capital within medium-sized firms. Finally, the paper makes several managerial contributions.
      Citation: International Journal of Operations & Production Management
      PubDate: 2019-04-03T11:41:42Z
      DOI: 10.1108/IJOPM-09-2017-0530
       
  • Digital health technology enhances resilient behaviour: evidence from the
           ward
    • Pages: 594 - 627
      Abstract: International Journal of Operations & Production Management, Volume 39, Issue 4, Page 594-627, May 2019.
      Purpose In the healthcare management domain, there is a lack of knowledge concerning the role of resilience practices in improving patient safety. The purpose of this paper is to understand the capabilities that enable healthcare resilience and how digital technologies can support these capabilities. Design/methodology/approach Within- and cross-case research methodology was used to study resilience mechanisms and capabilities in healthcare and to understand how digital health technologies impact healthcare resilience. The authors analyze data from two Italian hospitals through the lens of the operational failure literature and anchor the findings to the theory of dynamic capabilities. Findings Five different dynamic capabilities emerged as crucial for managing operational failure. Furthermore, in relation to these capabilities, medical, organizational and patient-related knowledge surfaced as major enablers. Finally, the findings allowed the authors to better explain the role of knowledge in healthcare resilience and how digital technologies boost this role. Practical implications When trying to promote a culture of patient safety, the research suggests healthcare managers should focus on promoting and enhancing resilience capabilities. Furthermore, when evaluating the role of digital technologies, healthcare managers should consider their importance in enabling these dynamic capabilities. Originality/value Although operations management (OM) research points to resilience as a crucial behavior in the supply chain, this is the first research that investigates the concept of resilience in healthcare systems from an OM perspective, with only a few authors having studied similar concepts, such as “workaround” practices.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-12-05T12:50:51Z
      DOI: 10.1108/IJOPM-02-2018-0057
       
 
 
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