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Publisher: Emerald   (Total: 341 journals)

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Showing 1 - 200 of 341 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 31)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 21, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 16, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 18)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 64, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 195, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 296)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 23)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 131, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 23, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 7, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.541, h-index: 28)
English Teaching: Practice & Critique     Hybrid Journal  
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Management and Business Economics     Open Access   (Followers: 1)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 11, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 5)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 18, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 46, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 13, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 18, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 5, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 6, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 5, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 11, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 10, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 19)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 5, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 49, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 13, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
Irish J. of Occupational Therapy     Open Access  
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal  
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 49)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 119, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 46)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 180, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 0.848, h-index: 36)
J. of Enabling Technologies     Hybrid Journal   (Followers: 3)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 376, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 13)
J. of Forensic Practice     Hybrid Journal   (Followers: 56, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 2)

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Journal Cover International Journal of Operations & Production Management
  Journal Prestige (SJR): 2.198
  Citation Impact (citeScore): 94
  Number of Followers: 18  
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0144-3577
   Published by Emerald Homepage  [341 journals]
  • Old theories, new contexts: extending operations management theories to
           projects
    • Pages: 1274 - 1288
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1274-1288, June 2018.

      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-21T02:38:11Z
      DOI: 10.1108/IJOPM-06-2018-781
       
  • Project and processes: a convenient but simplistic dichotomy
    • Pages: 1289 - 1311
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1289-1311, June 2018.
      Purpose The purpose of this paper is to explore commonalities and differences between projects and processes, and between project management (PjM) and process management (PcM), with a view to challenge this dichotomic typology, clarify the gray areas in between and propose better ways to classify and manage different endeavors. Design/methodology/approach The research compares different tools and techniques used in both fields, explores the respective literatures and uses various examples to bring out similarities and differences. Findings The current paradigms engender a number of organizational endeavors, which are actually complex processes being managed as projects, using the PjM body of knowledge. Because each instantiation takes a somewhat different form, it is treated as a one-of-a-kind undertaking; whereby many of the opportunities for learning and continuous improvement associated with PcM are lost. A reframing and typology is proposed to clarify the central notions involved. Research limitations/implications The proposed model has not been tested empirically and the authors could not agree on all aspects of the paper, though existing differences are more about degrees, nuances and wording than about the basic findings of the paper. Practical implications The research makes the case that two research and practice communities that are evolving independently have much to gain by adopting a unified model and integrating their respective bodies of knowledge. Practitioners would thus access resources that are better adapted to the management challenges they are facing and gain a sustainable source of strategic advantage. Originality/value The paper challenges long-established paradigms between two distinct research streams. A new typology and classification criteria are proposed.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-04-20T01:38:34Z
      DOI: 10.1108/IJOPM-01-2017-0010
       
  • It takes two to tango
    • Pages: 1312 - 1339
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1312-1339, June 2018.
      Purpose The purpose of this paper is to develop further understanding of the interdependence between product and organization subsystems in the context of major projects by empirically elaborating the volume-variety matrix. Design/methodology/approach Projects are perceived as systems that include a product subsystem (the project outcome) and an organization subsystem (the temporary multi-firm organizational network that produces the project outcome). This study addresses product-organization interdependence by analyzing product and organization subsystem components in terms of their uniqueness and reuse across multiple projects. The empirical analysis focuses on four global renewable fuels refinery projects implemented by Neste from 2003 to 2011. The refineries are based on the same proprietary technology but are unique at the project level. Findings The findings indicate interesting interdependencies between product and organization subsystems when analyzed at the component level: the findings suggest both diagonal and off-diagonal positions in the volume-variety matrix. An example of an off-diagonal position is a reused organization subsystem component associated with a unique product subsystem component, meaning that choosing the same organization in a future project can be used for acquiring an improved and, thereby, unique product subsystem component. Originality/value The study elaborates upon the volume-variety matrix in the context of major projects. The findings related to off-diagonal positions in the matrix provide new knowledge on combinations at the component level where a reused organization can be associated with a unique product, and vice versa. This has direct implications for management of projects.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-08T08:21:46Z
      DOI: 10.1108/IJOPM-12-2016-0767
       
  • Coordination in temporary organizations
    • Pages: 1340 - 1367
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1340-1367, June 2018.
      Purpose The purpose of this paper is to explore intra-firm coordination in temporary organizations (TOs). Specifically, it identifies and explains how operational coordination evolves over time in a particular TO: the 2016 Olympic Games Organizing Committee. Design/methodology/approach This is an immersive case study based on qualitative analysis and longitudinal fieldwork, which allowed the observation of operational coordination in real time. The main sources of data are participant observation, semi-structured interviews, and internal documents of the TO. Findings The findings suggest that operational coordination in TOs dealing with multiple and decentralized operations takes place through the combination of both formal and informal coordination mechanisms. Further analysis indicates a contingency logic in using these mechanisms, shaped by the presence of specific coordination challenges in different phases of work. Three main aspects influencing coordination are explored. First, it is suggested that TOs are inherently “hybrid.” That is, they comprise enduring as well as temporary and centralized as well as decentralized elements. These elements change over time. Second, a formal transition phase is explored: “venueization” – a phase between planning and operation in which centralized structural elements and processes are translated to operational units. Third, since TOs present emergence and dynamism, and related challenges across various phases of work, coordination is arguably contingent on the phase of the project. Research limitations/implications Although the findings are limited to a particular empirical context, this paper offers theoretically new insights concerning the hybrid nature of processes in TOs, the contingent use of complementary coordination mechanisms, and the importance of the venueization phase, and provides a basis for future research into operational coordination in TOs. Practical implications The findings can help practitioners understand and identify the challenges embedded in temporary contexts and develop coordination strategies accordingly. Originality/value This study explains how operational coordination takes place in TOs enabled by formal and informal mechanisms, which are contingently combined over time through particular coordination strategies.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-08T08:18:24Z
      DOI: 10.1108/IJOPM-02-2017-0097
       
  • Lean leadership in major projects: from “predict and provide” to
           “predict and prevent”
    • Pages: 1368 - 1386
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1368-1386, June 2018.
      Purpose The purpose of this paper is to understand the context of major projects and their management from an OM perspective; the authors provide a foundation for exploring how the body of work on lean production (the “old” theory) can contribute to the development of major projects (the “new” context). In doing so, it extends the prevailing economic approach to major projects (best described as “predict and provide”) and posits the development of an alternative approach based on extending the lean production logic to this new context (referred to as “predict and prevent”). Design/methodology/approach The paper investigates the scope for adopting lean practices in context of major project. To this effect the authors review the current state of both lean thinking and major project management, and use “Universal Credit” as an exploratory case study to illustrate and verify the arguments in practice. Findings Two main findings are proposed: first, the authors demonstrate the inherent performance challenge of major projects in OM terms, which the authors argue presents significant scope for the application of OM concepts to improve major project performance. Second, using lean thinking as framing, the authors identify three distinct process levels and common wastes in major projects, and identify five principles how lean could improve the delivery of major projects. Research limitations/implications Major projects present an untapped area for OM research; based on the exploratory case the authors propose ways how OM concepts can be applied to this new context. Further research will be needed to validate and generalise. Practical implications Major projects, including organisational transformations, IT-enabled change, major events and large infrastructure projects, constitute a large proportion of economic activity. Despite their prominence, however, they are also commonly associated with low success rates. This paper provides one route for exploring how a successful set of principles could be applied to improving their performance. Originality/value This work translates a popular set of ideas from OM to strengthening a relatively neglected context within OM. An agenda for further research is suggested to support the development of this application.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-15T10:18:41Z
      DOI: 10.1108/IJOPM-02-2017-0100
       
  • Creating relational capital through socialization in project alliances
    • Pages: 1387 - 1421
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1387-1421, June 2018.
      Purpose The purpose of this paper is to elaborate the understanding of socialization in the context of temporary operations and organizational settings, using project alliance – the most contemporary approach to the management of large and complex projects – as an example. In particular, the paper also assesses how informal and formal socialization mechanisms are used to facilitate relational capital in such a setting. Design/methodology/approach Data were collected by two case studies of complex infrastructure projects in a Northern European city. The analysis focuses on how socialization is managed across organizational interfaces within the alliance organization during the project tendering and development phase to create relational capital. Findings The findings indicate that significant emphasis is put on socialization in project alliances. However, while in the tendering phase both informal and formal socialization mechanisms are used to create relational capital; in the development phase informal socialization mechanisms are associated with higher levels of relational capital and formal socialization mechanisms are used to maintain the level of relational capital. Originality/value While operations and supply chain management research argues that socialization is critical to manage organizational interfaces and to create relational capital in buyer-supplier relationships, research has mainly focused on ongoing operations. This study complements the prior research by developing further insight into socialization in the context of temporary operations and organizational settings; such settings create a unique empirical context, posing different managerial challenges as the results also indicate.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-04-30T10:24:05Z
      DOI: 10.1108/IJOPM-02-2017-0091
       
  • Using project demand profiling to improve the effectiveness and efficiency
           of infrastructure projects
    • Pages: 1422 - 1442
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1422-1442, June 2018.
      Purpose The purpose of this paper is to explore the applicability and utility of supply chain (SC) segmentation through demand profiling to improve the effectiveness and efficiency of infrastructure projects by identifying different types of project demand profiles. Design/methodology/approach A three-stage abductive research design was adopted. Stage 1 explored the applicability of SC segmentation, through demand profiling, to the portfolio of infrastructure projects in a utility company. Stage 2 was an iterative process of “theory matching”, to the portfolio, programme and project management literature. In stage 3, theoretical saturation was reached and “theory suggestions” were made through four propositions. Findings Four propositions outline how SC segmentation through project demand profiling could improve the effectiveness and efficiency of infrastructure projects. P1: the ability to recognise the different demand profiles of individual projects, and groups thereof, is a portfolio management necessity. P2: projects that contribute to the strategic upgrade of a capital asset should be considered a potential programme of inter-related repeatable projects whose delivery would benefit from economies of repetition. P3: the greater the ability to identify different demand profiles of individual/groups of projects, the greater the delivery efficiency. P4: economies of repetition developed through efficient delivery of programmes of repeatable projects can foster greater efficiency in the delivery of innovative projects through economies of recombination. Originality/value This work fills a gap in the portfolio management literature, suggesting that the initial screening, selection and prioritisation of project proposals should be expanded to recognise not only the project type, but also each project’s demand profile.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-04-24T12:55:47Z
      DOI: 10.1108/IJOPM-02-2017-0095
       
  • A framework for understanding managerial responses to supply chain
           complexity
    • Pages: 1433 - 1466
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1433-1466, June 2018.
      Purpose The purpose of this paper is to examine the nature of supply chain complexity and extend this with literature developed within the project domain. The authors use the lens of ambidexterity (the ability both to exploit and explore) to analyse responses to complexity, since this enables the authors to understand the application of known solutions in conjunction with innovative ones to resolve difficulties. This research also seeks to investigate how managers respond to supply chain complexities that can either be operationally deleterious or strategically beneficial. Design/methodology/approach The authors develop a descriptive framework based on the project management (PM) literature to understand response options to complexity, and then use interviews with supply chain managers in six organisations to examine the utility of this framework in practice. The authors ask the research question “How do managers in supply chains respond to complexities”' Findings The case study data show first that managers faced with structural, socio-political, or emergent supply chain complexities use a wide range of responses. Second, over a third of the instances of complexity coded were actually accommodated, rather than reduced, by the study firms, suggesting that adapting to supply chain complexity in certain instances may be strategically appropriate. Third, the lens of ambidexterity allows a more explicit assessment of whether existing PM solutions can be considered or if novel methods are required to address supply chain complexities. Practical implications The descriptive framework can aid managers in conceptualising and addressing supply chain complexity. Through exploiting current knowledge, managers can lessen the impact of complexity while exploring other innovative approaches to solve new problems and challenges that evolve from complexity growth driven by business strategy. Originality/value This study addresses a gap in the literature through the development of a framework which provides a structure on ways to address supply chain complexity. The authors evaluate an existing project complexity concept and demonstrate that it is both applicable and valuable in non-project, ongoing operations. The authors then extend it using the lens of ambidexterity, and develop a framework that can support practitioners in analysing and addressing both strategically necessary supply complexities, together with unwanted, negative complexities within the organisation and across the supply chain.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-08T08:25:46Z
      DOI: 10.1108/IJOPM-01-2017-0062
       
  • Crowdsourcing
    • Pages: 1467 - 1494
      Abstract: International Journal of Operations & Production Management, Volume 38, Issue 6, Page 1467-1494, June 2018.
      Purpose The purpose of this paper is to link crowdsourcing, operations management (OM) and project management (PM). The study demonstrates how crowdsourcing as an open innovation mechanism is operationalised within a complex PM context. Specifically, the study seeks to understand how crowdsourcing as a novel form of OM improves key outcomes. Design/methodology/approach The authors conducted exploratory research involving five pure-play crowdsourcing firms based in the USA and Australia. Findings The findings indicate that the firms practise a form of crowdsourcing that allows flexible, efficient and low risk operations and links to contemporary notions of PM such as projectification and project society. The crowd can be used in a new manner to boost success factors tied to PM through open innovation and operational novelty. In terms of OM, crowdsourcing offers flexibility, speed, dynamism and scalability to project processes. Research limitations/implications This research is based on five case studies. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts. Practical implications The paper contributes to practices tied to open innovation and provides guidance on how organisations might use large crowds to enhance PM success. Originality/value The study represents early scholarship on crowdsourcing and project operations. It makes three contributions. First, the authors introduce a new theoretical framework linking PM and novel aspects of crowdsourcing to extend understandings of projectification, as well as open innovation frameworks. Second, the authors showcase the flexibility and fluidity of the crowdsourcing project process. Third, the authors examine crowdsourcing operations in terms of size, efficiency and scalability which results in timely and efficient output due to innovative technology, along with the element of trust among stakeholders.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-03-21T10:56:57Z
      DOI: 10.1108/IJOPM-12-2016-0753
       
  • Examining networked NGO services: reconceptualising value co-creation
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to explain how value is co-created in a many-to-many (MTM) context. The authors use a case study of a non-governmental service delivery consortium engaging multiple actors to examine how value is co-created beyond the buyer-supplier dyad. Design/methodology/approach An explanatory case study of a consortium of seven UK non-governmental organisations (NGOs) delivering public service contracts is presented. Multiple data collection methods are combined; semi-structured interviews (n=30) and focus groups with internal stakeholders (n=5), participant observations (n=4) and document analysis. Findings The authors use three illustrative empirical examples to show how different sources, types, enablers and mechanisms of VCC are evident during service provision activities. The findings show how different service provision activities utilise different dimensions, leading the authors to suggest that dimensions of VCC may be context dependent. Research limitations/implications As consortia differ in their context and function, the findings may not be generalisable. Nevertheless, they provide specific examples of sources, types, enablers and mechanisms of value co-creation (VCC) that may be applicable to private, public and NGOs. Practical implications Understanding how value is co-created with multiple stakeholders can offer competitive advantages likely to lead to improved sustainability, impact and performance. Originality/value The empirical study offers a reconceptualisation of VCC in a MTM context. The paper combines disparate perspectives of VCC to offer a more holistic perspective.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-06-06T12:17:32Z
      DOI: 10.1108/IJOPM-10-2015-0644
       
  • Understanding the value of big data in supply chain management and its
           business processes
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The value of big data in supply chain management (SCM) is typically motivated by the improvement of business processes and decision-making practices. However, the aspect of value associated with big data in SCM is not well understood. The purpose of this paper is to mitigate the weakly understood nature of big data concerning big data’s value in SCM from a business process perspective. Design/methodology/approach A content-analysis-based literature review has been completed, in which an inductive and three-level coding procedure has been applied on 72 articles. Findings By identifying and defining constructs, a big data SCM framework is offered using business process theory and value theory as lenses. Value discovery, value creation and value capture represent different value dimensions and bring a multifaceted view on how to understand and realize the value of big data. Research limitations/implications This study further elucidates big data and SCM literature by adding additional insights to how the value of big data in SCM can be conceptualized. As a limitation, the constructs and assimilated measures need further empirical evidence. Practical implications Practitioners could adopt the findings for conceptualization of strategies and educational purposes. Furthermore, the findings give guidance on how to discover, create and capture the value of big data. Originality/value Extant SCM theory has provided various views to big data. This study synthesizes big data and brings a multifaceted view on its value from a business process perspective. Construct definitions, measures and research propositions are introduced as an important step to guide future studies and research designs.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-06-06T12:15:34Z
      DOI: 10.1108/IJOPM-05-2017-0268
       
  • The impact of servitization on firm performance: a meta-analysis
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Servitization has been recognized as an effective means for manufacturers to achieve superior performance. However, the servitization-performance relationship is controversial since prior empirical studies have provided inconsistent and even contradictory results. Hence, the purpose of this paper is to provide a quantitative review on the servitization-performance relationship based on research findings reported in the extant literature. Design/methodology/approach Studies from 41 peer-reviewed journal articles were sampled and analyzed. A meta-analytic approach was adopted to conduct a quantitative review on the relationship between servitization and firm performance. Findings The results confirm a positive servitization-performance relationship. In addition, the results reveal that the observed servitization-performance relationship is influenced by the operationalization of constructs (servitization and performance) and control variables (industry and region). Originality/value As the first meta-analysis on the servitization-performance relationship, this study contributes to the servitization literature and provides future research directions.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-06-01T10:02:33Z
      DOI: 10.1108/IJOPM-04-2017-0204
       
  • Buyers’ switching intentions in a manufacturing supply chain: a
           migration theory perspective
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to identify the negative impact of an incumbent supplier pushing out a buyer, the positive effect of an alternative supplier pulling a buyer, and the mooring impact that prevents a buyer from switching to a supplier in terms of the push-pull-mooring (PPM) model of migration theory. In this context, this study considers a buyer as the immigrant, an incumbent supplier as the origin, an alternative supplier as the destination, and inertia as the hesitance to migrate. Design/methodology/approach This study collected survey data from 148 end-product manufacturers and first-tier suppliers. It tested whether the PPM model fit in a supply chain relationship (SCR) using the partial least squares structural equation modelling approach and SmartPLS package version 2.0.M3. Findings The results support all hypotheses for causal relationships among factors of cognitive, affect, and behavioural intentions of each PPM effect. This study identifies the relative importance of each effect on a buyer’s intention of switching an existing supplier. Originality/value This study presents a new perspective that enhances the understanding of a buyer’s behaviour towards a supplier by applying the PPM model of migration to a manufacturing SCR. It promotes interdisciplinary and integrated views as well as broadens the diversity of the results in the business-to-business context.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-30T08:18:10Z
      DOI: 10.1108/IJOPM-02-2017-0118
       
  • Decision-making and operations in disasters: challenges and opportunities
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Decision-making structures are commonly associated with the logistics challenges experienced during disaster operations. However, the alignment between the operational level and the decision-making structure is commonly overlooked. The purpose of this paper is to provide an analysis of the fit of both levels and its impact on performance. Design/methodology/approach The research is developed around a case study in Mexico. Through a review of the disaster management policy in the country, interviews and secondary data, the paper provides an analysis of the current decision-making structure, the logistics activities undertaken by authorities and the impact of the alignment between both components on logistics performance. Findings The analysis suggests that several of the challenges commonly associated with centralisation are actually rooted on its alignment with the operational level. The logistics performance is negatively affected by faulty assumptions, poorly planned procedures, inconsistent decision-making and poorly designed structures. The case showed the need to align the operational level with a centralised perspective to increase responsiveness, flexibility and the interaction between different organisations. Originality/value This paper identifies the impact of the misalignment between the decision-making structure and the operational level on logistics performance, an area currently understudied. It moves from the current argument about the appropriate decision-making structure for disaster management to the identification of components to implement an efficient and effective disaster management system. Additionally, this paper provides recommendations for best practices in humanitarian logistics, which are applicable to Mexico and other countries using a centralised decision-making approach.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-25T10:56:06Z
      DOI: 10.1108/IJOPM-03-2017-0151
       
  • Mind the gap – Assessing maturity of demand planning, a cornerstone
           of S&OP
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to develop and empirically validate a model for assessing demand planning maturity in organisations. Design/methodology/approach The authors developed a maturity assessment model for demand planning through iterations of theoretical and empirical work, combining insights from literature and practitioners. An online survey is developed to validate the model using data from different industries. Findings The authors identify six dimensions of demand planning maturity: data management, the use of forecasting methods, the forecasting system, performance management, the organisation and people management. The empirical study indicates that demand data are well managed and organisation readiness is high, yet improvements in the forecasting system and the management of forecast performance are needed. The results show a positive relationship between the size of an organisation and its demand planning maturity. Practical implications The contribution of this work is to propose an assessment model and survey instrument for demand planning maturity. This will help the practitioner to understand the current level of maturity of the demand planning process, reflect on the desired level and develop action plans to close the gap. Originality/value There is broad literature on process maturity assessment in general and on sales and operations planning (S&OP) maturity in particular. However, there is no comprehensive model for assessing the maturity of demand planning, which is a specific and critical process within the overall S&OP process. The authors fill this gap by offering a demand planning maturity model.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-25T10:54:59Z
      DOI: 10.1108/IJOPM-11-2016-0698
       
  • Me, myself and I
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose This research focuses on the role of customer behavior in service outsourcing relationships that are governed by outcome-oriented contracts. The purpose of this paper is to explain how non-collaborative customer behavior impedes the effectiveness of outcome-oriented contracts to align the goals and incentives of the customer and service provider, and leads to service provider opportunism. Design/methodology/approach Nine hypotheses are developed regarding customer behavior and the reaction of the service provider to this. These are tested using structural equation modeling with data from 213 service outsourcing relationships. Findings Outcome-orientated contracts in service outsourcing may have unintended consequences because they create value attribution ambiguity. This ambiguity induces non-collaborative customer behavior, which, in turn, results in service provider opportunism. This reveals a paradox, where customer behavior aimed at curbing service provider opportunism instead induces such opportunism. This chain of effects can be counteracted by increased outcome attributability, which reduces the ambiguity and, thus, the motivation for non-collaborative customer behavior. Originality/value This research extends the existing literature by stressing that non-collaborative customer behavior is a key reason why outcome-oriented contracts fail in effectively governing outsourcing relationships, and that this can be counteracted by increased outcome attributability.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-23T02:39:28Z
      DOI: 10.1108/IJOPM-05-2017-0297
       
  • Inter-organizational fit and environmental innovation in supply chains
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Through examining the two constructs of inter-organizational complementarity and inter-organizational compatibility in supply chains, the purpose of this paper is to develop a taxonomy of focal firms’ inter-organizational fit (IOF) configurations with their suppliers and customers, and examine the relationship between these configurations and environmental innovation (EI) in order to answer the question of “with whom” to collaborate for EI development. Design/methodology/approach A survey instrument was elaborated and data from a sample of 171 US firms were collected. The authors adopted cluster analysis to identify the IOF taxonomy. Canonical discriminant analysis was employed to uncover underlying dimensions between clustering variables and cluster membership. Then, ANOVA tests were conducted to investigate relationships between IOF configurations in the context of EI in supply chains. Findings Three configurations were identified based on the complementarity and compatibility between focal firms and their supply chain partners. It is observed that the overall IOF level is positively related to firms’ EI outcomes. Moreover, inter-organizational complementarity facilitates incremental EI while inter-organizational compatibility plays a more crucial role in radical EI. Both are required to achieve the best innovation outcome. Originality/value This research develops the first taxonomy for depicting IOF in a supply chain innovation context and also clarifies different rationale behind the development of incremental and radical EI through examining distinctive effects of the complementarity and compatibility with supply chain partners.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-23T02:38:05Z
      DOI: 10.1108/IJOPM-08-2017-0470
       
  • Human resources and manufacturing: where and when should they be
           aligned'
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to analyse the effect that a horizontal fit between two functions (human resources (HR) and manufacturing) has on firm performance, distinguishing between fit in objectives and fit in achievements. Design/methodology/approach This study uses 144 double surveys, addressed to two different respondents per company. Structural equation modelling was used to investigate the mediating role of fit in achievements in the relationship between fit in objectives and performance. Findings The study provides evidence of the particular way in which the two components of horizontal fit that the authors distinguish (fit in objectives and fit in achievements) the impact on performance: fit in objectives has an indirect effect on performance, which is fully mediated by the fit in achievements. The results also show that environmental dynamism has a significant impact on both the advantages and drawbacks of fit. Practical implications By highlighting the importance of both levels of horizontal fit and distinguishing between them, this paper calls upon HR and manufacturing managers to show a greater understanding of the key dimensions common to both areas. Originality/value This study analyses horizontal fit by developing a framework of priorities in HR management (HRM) similar to that traditionally used in production management. In particular, it adapts the framework of production competence to the area of HRM to study the fit between the two functional strategies. This study also supports the value chain model proposed by Porter (1985).
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-05-08T08:24:06Z
      DOI: 10.1108/IJOPM-07-2017-0393
       
  • Is top management team-supply chain manager interaction the missing
           link' An analysis of risk-bearing antecedents for supply chain
           managers
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Supply chain managers (SC managers) may make less than optimal decisions for the firm when facing compensation and employment risks. The purpose of this paper is to study two relevant factors (target setting and strategic importance of the supply chain function) that may drive SC managers to perceive more or less risk to their welfare. Design/methodology/approach The study combines survey data from 133 firms with secondary data in order to reduce source bias and enhance the validity of results. The authors also conducted interviews with supply chain and human resources managers. Findings The results show that top managers can alter SC managers’ perceived risks. Ambitious targets drive compensation risk but not employment risk. The supply chain function’s strategic importance, on the other hand, decreases employment risk but increases compensation risk. Research limitations/implications The authors emphasize two ways that the top management team (TMT) influences SC managers’ perceived personal welfare but acknowledge that there may be others factors. Due to the topic sensitivity, the authors could not collect data on all variables (e.g. individual characteristics) that may affect risk perception. The findings are based on Spanish firms and may not be generalized to other contexts. Practical implications This research proposes three suggestions. First, compensation and employment risks should be considered separately when designing compensation and evaluation systems. Second, appropriate performance targets may put compensation risk in a reasonable range that is neither too high to prevent risky-yet-beneficial decisions nor too low to allow nonfeasance. Third, escalating the supply chain’s strategic importance effectively offsets employment risk. Originality/value Scholars have repeatedly shown the negative outcomes of SC managers’ perceived compensation and employment risks. Yet, little attention has been given to their antecedents. The study explores two relevant antecedents and provides integrative empirical evidence regarding actions top leaders can take to manage SC managers’ perceived risk and subsequently enhance firm performance.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-04-24T12:54:26Z
      DOI: 10.1108/IJOPM-05-2017-0258
       
  • The role of OM EDEN in building the EurOMA community
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Doctoral education (DE) is central to the development and application of operations management (OM) thinking. The European Doctoral Educational Network (EDEN) seminar on research methodology in OM is a structured initiative developed in 1999 by European Operations Management Association (EurOMA) and European Institute for Advanced Studies in Management (EIASM). This intensive five-day seminar has run annually since and, to date, has engaged 486 students. The purpose of this paper is to ask: what role has the OM EDEN seminar played in the formation and academic career development of doctoral researchers, and how has it contributed to the development of EurOMA as a community of practice' Design/methodology/approach The authors developed a retrospective case on the design, launch and growth of the OM EDEN seminar employing two data gathering methods (collecting secondary and archival data, and a survey of four selected seminar participants) and a social network analysis. Findings The EDEN seminar is an effective educational intervention in developing doctoral researchers and their subsequent academic careers. The seminar has also contributed to EurOMA as a community of practice, bringing faculty together to teach, write and publish leading edge contributions in research methods for OM. Research limitations/implications The case is focused on the OM EDEN seminar only, within which the survey is limited to four of the early participants. While another set of participants might respond differently in detail, the authors’ expectation is that participant perception of the role of the seminar would not change. The paper provides an exemplar for European academic associations to guide how they might explore the formation and academic career development of doctoral candidates within a community of practice. Practical implications The seminar merits the ongoing support of EurOMA and EIASM, not just in educating doctoral students but also in bringing faculty together to publish leading edge contributions to the OM domain. Social implications The paper draws on the areas of student formation, academic career development and communities of practice to illustrate the role played by the OM EDEN seminar. Originality/value This paper is the first description, analysis and reflection on the role played by the OM EDEN seminar.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-04-16T02:26:40Z
      DOI: 10.1108/IJOPM-06-2017-0353
       
  • Inclusive environmental disclosure practices and firm performance
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Little empirical work has been done on the effects of inclusive environmental disclosure and green supply chain management (GSCM) on firm outcomes. The literature on environmental disclosure suggests that it is a useful practice to improve a firm’s reputation and its financial performance and also to establish a dialogue with stakeholders improving environmental performance. Recent conceptual contributions in the supply chain management literature state that stakeholder expectations and informational needs increasingly concern firm supply chains. Thus, the authors propose that positive effects of inclusive environmental disclosure practices are enhanced in presence of GSCM practices. The paper aims to discuss these issues. Design/methodology/approach To test these relationships a combination of primary data on environmental disclosure practices, GSCM practices and environmental performance, and secondary data on financial performance was used. A series of hierarchical regression models were performed to test the disclosure-outcome relationships and the moderation of GSCM practices. Findings Results provide empirical support for the impact of inclusive environmental disclosure practices on financial performance but no support for the impact on environmental performance. Specifically, the more inclusive the environmental disclosure practices the greater and positive is the impact on financial performance in presence of GSCM practices. Originality/value This study provides empirical evidence of the joint effects of inclusive environmental disclosure and GSCM practices on environmental and financial performance. Doing so, it reinforces the recent conceptual foundation that firms should align and leverage on supply chain management for disclosure practice effectiveness.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-03-16T03:49:20Z
      DOI: 10.1108/IJOPM-12-2016-0728
       
  • Governing embedded partner networks
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The complexity of supplier-partner networks in the information technology (IT) sector where large suppliers utilize thousands of authorized partners requires that organizations reconsider their approach to governing and managing the relationships involved. Traditional dyadic approaches to governance are likely to prove inadequate. The purpose of this paper is to investigate the relationship between network governance mechanisms and relationship performance. Specifically, the authors examine the contingent effect of certification of partners and the use of partner communities (as formal and informal mechanisms of network governance, respectively), on complex and embedded networks of relationships. Design/methodology/approach A model examining the effect of formal and informal network governance on the relationship between embeddedness (structural and relational) and relationship performance is developed. Data were collected from a sample of partners of leading IT suppliers in the UK and Ireland. Three-way interactions assess the contingent effect of certification and partner communities on the relationship between embeddedness and relational performance. Findings Results support the use of a combination of certification and partner communities to strengthen the link between network structure (structural embeddedness) and relational embeddedness, as well as relationship performance. Certification requires the sharing of explicit knowledge with partners whereas partner communities aid the creation and dissemination of more tacit, contextual knowledge. Furthermore, partner communities reinforce positive perceptions of fairness in suppliers’ network management practices, overcoming any perceptions of lock-in or coercive control that certification may suggest. Practical implications Certification, despite all its procedural and reputational benefits, damages partner relationships and needs to be supported by partner communities, which themselves show particularly strong benefits in enhancing network relationships. Originality/value Despite the emerging prevalence of certification and partner communities in business-to-business relationships, to date there is a paucity of research on their effects on partner relationships and performance. Organizations with an extensive network of similar partners may suffer network overload. This research shows that such organizations can manage their partner network more effectively through network governance mechanisms, thereby addressing the challenge of overload.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-03-13T03:46:45Z
      DOI: 10.1108/IJOPM-12-2016-0708
       
  • How do national cultures impact the operations strategy process'
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to analyze the extent to which different patterns of cross-functional integration and the operations strategy (OS) process may be explained by national cultures differences. Design/methodology/approach Perceptual survey data from 105 manufacturing plants in four countries were used to validate the constructs and to test the hypotheses. The plants are located in two Western and two Eastern countries with different industrialization and development backgrounds (Brazil, China, Germany and South Korea). CFA validated the constructs, and ANOVA and t-tests evaluated the differences between levels of four Hofstede’s elements (i.e. power distance, individualism vs collectivism, uncertainty avoidance and long-term vs short-term orientation) on the OS process enablers (i.e. leadership for cross-functional integration and functional integration) and elements (i.e. manufacturing strategy linkage to corporate strategy and formulation of manufacturing strategy). Findings Results suggest that different OS and OM processes are present in different national cultures. Leadership for cross-functional integration and manufacturing strategy linkage to corporate strategy differ between levels of power distance, individualism vs collectivism and uncertainty avoidance. Functional integration and formulation of manufacturing strategy also present differences according to the degree of individualism vs collectivism and long-term orientation. Originality/value Results indicate that national culture is a key aspect for the OS process. Prior studies usually do not consider cultural aspects. Therefore, the OS process varies in different countries and contexts. Managers need to adjust their OS process when they are developing a global OS.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-27T10:31:52Z
      DOI: 10.1108/IJOPM-03-2017-0145
       
  • Tackling the sustainability iceberg
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to investigate how buying firms manage their lower tier sustainability management (LTSM) in their supply networks and what contextual factors influence the choice of approaches. As most of the environmental and social burden is caused in lower tiers, the authors use the iceberg analogy. Design/methodology/approach Findings from 12 case studies and 53 interviews, publicly available and internal firm data are presented. In an abductive research approach, transaction cost economics (TCE) conceptually guides the analytical iteration processes between theory and data. Findings This study provides eight LTSM approaches grouped into three categories: direct (holistic, product-, region-, and event-specific) indirect (multiplier-, alliance- and compliance-based) and neglect (tier-1-based). Focal firms choose between these approaches depending on the strength of observed contextual factors (stakeholder salience, structural supply network complexity, product and industry salience, past supply network incidents, socio-economic and cultural distance and lower tier supplier dependency), leading to perceived sustainability risk (PSR). Research limitations/implications By depicting TCE’s theoretical boundaries in predicting LTSM governance modes, the theory is elevated to the supply network level of analysis. Future research should investigate LTSM at the purchasing category level of analysis to compare and contrast PSR profiles for different purchase tasks and to validate and extend the framework. Practical implications This study serves as a blueprint for the development of firms’ LTSM capabilities that suit their unique PSR profiles. It offers knowledge regarding what factors influence these profiles and presents a model that links the effectiveness of different LTSM approaches to resource intensity. Originality/value This study extends the application of TCE and adds empirically to the literature on multi-tier and sustainable supply chain management.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-22T08:38:45Z
      DOI: 10.1108/IJOPM-03-2017-0141
       
  • Natural disasters, PC supply chain and corporate performance
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to provide quantitative evidence of natural disasters’ (NDs) effect on corporate performance and studies the mechanisms through which the supply chain moderates and mediates the link. Design/methodology/approach Using two major NDs as quasi-experiment, namely the 2011 Japanese earthquake-tsunami (JET) and Thai flood (TF), and data over the period 2010Q1-2013Q4, effect of these events on end assemblers’ performance is studied, with a focus on the personal computer (PC) supply chain. The moderating influence of delivery and sourcing – as supply chain flexibility and agility – are examined through end assemblers’ and suppliers’ inventory. The suppliers’ mediating role is captured as disruption in obtaining PC components through their sales. Findings Only JET had any negative effect, further quantified as short-term and long-term. The TF instead portrays an insignificant but positive aftermath, which is construed as showing learning from experience and adaptability following JET. Inventory matters, but differently for the two events, and suppliers only exhibit a moderating influence on the assemblers’ disaster-performance link. Originality/value NDs, as catastrophic vulnerabilities, are distinct from other vulnerabilities in that they are hard to predict and have significant impact. Since little is known about the impact of NDs on firm performance and how supply chain mechanisms moderate or mediate their impact, they should be distinctly modelled and empirically studied from other vulnerabilities. This paper sheds light on supply chain resilience to such events with the role of dynamic capabilities.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-21T11:35:30Z
      DOI: 10.1108/IJOPM-12-2016-0705
       
  • Designing and developing OM research – from concept to publication
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to identify similarities and differences between qualitative-based and quantitative-based research, and to present recommendations for designing and conducting the research so that the possibilities of publishing it in leading Operations Management (OM) journals are improved. Design/methodology/approach The paper takes its outset in contributions made at the 2016 European Operations Management Association Young Scholars Workshop. The theme of the workshop was “Designing and developing research projects in Operations Management – from concept to publication.” Taking the perspectives of the case researcher, the survey researcher and the editor/reviewer, the authors present and discuss the views on and experiences with designing research for publication. Findings The authors identify a number of recommendations that researchers should use when designing, conducting, and presenting their research for publication. The recommendations include the need to clearly and concisely establish relevance, account for choice of methodology as well as the operationalization, sampling, analytical, and validation methods used, and demonstrate the contribution of the paper in the discussion section. Furthermore, the authors draw attention to the importance of developing a publication strategy as early as possible. Other important aspects include the title of the paper, keywords selection, and rejection criteria. Finally, the authors stress the importance of “total quality management” in designing and executing OM research. Originality/value Going beyond the standard author guidelines found at journal web sites, the authors present a collection of viewpoints, which are based on the authors’ experiences as reviewers, editors, and evaluators of OM research projects and their designs.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-21T11:27:30Z
      DOI: 10.1108/IJOPM-01-2017-0038
       
  • Missing performance management and measurement aspects in
           performance-based contracting
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Performance-based contracting (PBC) is a business model for the adaptive and innovative delivery of product-service systems. In PBC, the provider is paid according to the service performance with the aim of providing monetary incentives to safeguard possible outcomes as much as possible for the PBC customer. Performance measurement and its management are crucial for PBC success and, in particular, for the pay-for-performance link. However, the literature on PBC performance management is rather sparse, and there has been no systematic review on the topic. Thus, the purpose of this paper is to fill that gap and to present a comprehensive and systematic review of performance measurement and management in the PBC context. Design/methodology/approach The paper builds on a literature review based on a sample of 102 subject-relevant articles from academic journals. The content analysis follows a two-step procedure. First, the articles are coded following a process-based research framework. Second, the content of each process step is assessed in a qualitative text analysis. Findings The results show a surprising scarcity of papers that explicitly address performance management topics in the context of PBC. Only the topics of performance specification and performance indicators are broadly addressed, whereas in all of the other areas, e.g., strategic alignment, data capture and reporting, only limited specific findings could be found. Research limitations/implications The paper concludes that future research on performance management in PBC should expand its theoretical framework and empirical efforts in four specific proposed directions. Originality/value The paper provides an up-to-date review that is focused on performance management and measurement in the emerging context of PBC.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-21T10:53:01Z
      DOI: 10.1108/IJOPM-09-2016-0571
       
  • Performance assessment process model for international manufacturing
           networks
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose Multinational companies have manufacturing operations in various countries; however, there is scarce evidence on how they assess performance of the network-based operations of their factories, called international manufacturing networks (IMN). The purpose of this paper is to propose a process model for the performance assessment of IMNs. Design/methodology/approach The IMN performance assessment process model was developed from the extant literature and was empirically verified in its congruency and usefulness via a multiple case research. For that, in each case the general process model was derived into a specific application that fit the type of IMN on focus. Qualitative and quantitative data were collected from the case companies’ reports, profiling forms and interviews, followed by within-case and cross-case analyses. Findings Evidence suggest that the process model, along with its derivations, is a valuable tool to describe and explain how IMN performance assessment unfolds in real organizational environments. Additionally, three propositions emerged: IMN performance assessment has distinct characteristics depending on the type of IMN adopted, which in turn depends on the company’s internationalization strategy; IMN performance assessment has more strategic value and importance for companies that are globally coordinated and adopt “rooted” manufacturing strategies; and companies design their IMN performance assessment on a trial-and-error basis. Research limitations/implications As all case-based research, this paper has generalizability limitations. Thus, next steps may include a large-scale survey and an action research that will develop and implement a full-fledged IMN performance assessment. Practical implications The process model and descriptive insights provide a diagnostic tool and subsidies that may encourage managers to review and improve their current IMN performance assessment. Originality/value The process model contributes to addressing a 20-year gap concerning how to approach IMN performance assessment in a holistic and systematic manner.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-21T10:21:33Z
      DOI: 10.1108/IJOPM-03-2017-0183
       
  • Controlling lean manufacturing in multidivisional organisations
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to address the impact of a multidivisional structure on the implementation of lean manufacturing. It investigates how the controls employed by the corporate level impact the local implementation of lean manufacturing. Design/methodology/approach The paper reports on case studies in three subsidiaries in different multidivisional organisations. Findings The paper finds that lean manufacturing can be severely constrained by the accounting-based controls which are commonly in place in a multidivisional structure. Depending on the degree of centralisation, subsidiaries may be restricted to implementing lean tools in a fragmented way, rather than acting according to a coherent set of principles. Practical implications Companies may have to accept that being part of a multidivisional organisation can imply that their lean implementation is more gradual and piecemeal than they prefer. The paper proposes several ways to mitigate the constraints that may arise from incompatibilities between accounting-based controls and lean controls. Originality/value This study contributes to the literature about external constraints on production innovations, such as lean manufacturing. It highlights how the organisational context creates local conditions that may be detrimental to the implementation of lean manufacturing.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-21T09:17:20Z
      DOI: 10.1108/IJOPM-09-2016-0563
       
  • The performance effects of complementary management control mechanisms
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to study management control mechanisms (social, behavioral, and output control mechanisms) and their complementary effects on firm performance in lean manufacturing firms. Design/methodology/approach The study uses second-order structural equation modeling to analyze survey data from 368 different lean manufacturing facilities. Findings The paper finds that the complementary effects of management control mechanisms in lean manufacturing firms outweigh their additive effects on firm performance. Research limitations/implications Applying isolated lean management control mechanisms leads to inferior performance, as these management control mechanisms are complementary. Thus, to realize the full potential of lean manufacturing, this paper suggests that lean management control mechanisms should be implemented as an integrated control system. Practical implications Firms seeking to benefit from the implementation of lean manufacturing should understand the complementarity among the management control mechanisms, as the performance effects of lean management control mechanisms when applied together are greater than their isolated additive effects. Originality/value This paper is the first to provide empirical evidence of the superior firm performance effects of complementary lean management control mechanisms compared with their additive effects. This paper also expands the understanding of how to conceptualize lean management control mechanisms. Specifically, this is the first paper to distinguish between social cultural control and social visual control mechanisms as well as between non-financial and financial control mechanisms. This paper is also the first to use a second-order structural equation model to properly test and account for the complementary effects on firm performance that stem from multiple control mechanisms.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-20T10:21:31Z
      DOI: 10.1108/IJOPM-09-2016-0577
       
  • A decision theory perspective on complexity in performance measurement and
           management
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of volatility, uncertainty, complexity and ambiguity in the business environment, which are identified as barriers to effective PMM. Design/methodology/approach A review of decision theory and PMM literature establishes the Cynefin framework as the basis for extending the performance alignment matrix. Case research with seven companies explores the relationship between two concepts under-examined in the performance alignment matrix – internal dominant logic (DL) as the attribute of organisational culture affecting decision making, and the external environment – in line with the concept of alignment or fit in PMM. A focus area is PMM related to sustainable operations and sustainable supply chain management. Findings Alignment between DL, external environment and PMM is found, as are instances of misalignment. The Cynefin framework offers a deeper theoretical explanation about the nature of this alignment. Other findings consider the nature of organisational ownership on DL. Research limitations/implications The cases are exploratory not exhaustive, and limited in number. Organisations showing contested logic were excluded. Practical implications Some organisations have cultures of predictability and control; others have cultures that recognise their external environment as fundamentally unpredictable, and hence there is a need for responsive, decentralised PMM. Some have sought to change their culture and PMM. Being attentive to how cultural logic affects decision making can help reduce the misalignment in PMM. Originality/value A novel contribution is made by applying decision theory to PMM, extending the theoretical depth of the subject.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-20T03:11:48Z
      DOI: 10.1108/IJOPM-10-2016-0632
       
  • A matter of perspective – the role of interpersonal relationships in
           supply chain risk management
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to, first, explore the role of interpersonal relationships between buying and supplying firms in the management of supply chain disruptions (SCDs). Interpersonal connections are proposed as “social lubricants” that can advance the knowledge about conventional interorganizational antecedents of firm resilience. Differentiating between high- and low-complexity manufacturing industries, the study then looks into how managers from these industry clusters can leverage the efficacy of these relationships through the appropriate use of interorganizational governance mechanisms. Design/methodology/approach Structural equation modeling is conducted with data collected from 229 manufacturing firms in Austria, Germany and Switzerland. Industry clusters are formed via a Q-sort exercise. Findings Results support the assumption of a socially embedded, interpersonal dimension in buyer-supplier relationships that impact organizational-level resilience. It is suggested that investments in interpersonal skills and interpersonal complementarity are significant antecedents of both relational and re-deployable firm resilience. Surprisingly, no support was found for a positive impact of interpersonal information sharing on firm resilience, challenging findings from previous studies on an interorganizational level. Interorganizational governance and industry affiliation each have moderating effects on the performance of the resilience efficacy of interpersonal relationship antecedents, suggesting the existence of an important managerial lever. Originality/value Integrating the supply chain and behavioral science literature, this study is the first to investigate the interplay of interpersonal and organizational antecedents and their efficacy in the management of SCDs.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-20T03:05:46Z
      DOI: 10.1108/IJOPM-03-2017-0157
       
  • Improving university teaching: a professional service operation
           perspective
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to take a professional service operation (PSO) perspective to reconceptualise a persistent pedagogical dilemma of teaching large classes into a process design challenge. This enables developing a solution that reduces labour intensity and improves the customisation of teaching. Design/methodology/approach This work is based on a single-case analysis of an undergraduate operations management course taught at a UK-based global top-50 business school. The research process follows the design science approach where a prior course design is analysed and a redesign is presented, refined and tested using data on student satisfaction. Findings The course redesign is based on the flipped learning pedagogy, and uses a combination of process analysis and educational science perspectives. The redesign seems to provide the benefits to students without increasing labour intensity. The developed six-step systematic approach should reduce the labour intensity of university-level teaching operations, while providing additional possibilities for customisable in-class active learning. Research limitations/implications The empirical findings from the single-case design cannot be directly generalised to other contexts. However, the developed six-step systematic approach for redesigning the university-level teaching process should be applicable to other teaching operations to drive value creation and improve processes. Originality/value This study shows how the resource-constrained value creation of teaching operations can be improved systematically using process analysis perspectives. The work also scrutinises the flipped learning pedagogy from a PSO perspective and shows its benefits for improving teaching operations compared to traditional lecturing.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-16T10:45:21Z
      DOI: 10.1108/IJOPM-12-2016-0729
       
  • The use of management control and performance measurement systems in SMEs
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to respond to recent calls for understanding how multiple management control (MC) and performance measurement (PM) systems are used simultaneously for managing performance, particularly in the context of small- and medium-sized enterprises (SMEs). Design/methodology/approach Data are collected during an in-depth case study of MC and PM and management practices in a Dutch SME using multiple data sources and elicitation methods, including interviews and participant observations. Findings This study identifies managerial practices that enable the interplay of the four control systems – beliefs, boundaries, diagnostic and interactive – helping the organization manage organizational tensions in relation to short- and long-term focus, predictable goal achievement and search for new opportunities, internal and external focus, and control and creativity. Research limitations/implications This paper advances the research on integrating multiple aspects of performance management, particularly technical and social. This research is based on a single case study; future qualitative and quantitative studies could explore the interplay between the four control systems in other settings and explore the relationship between control systems and leadership style. Practical implications Managing performance requires active and continuous use of all four control systems. This is particularly salient in SMEs where less formal controls play a key role and where balance needs to be ensured despite the lack of managerial processes and capabilities. Originality/value The findings advance PM and management theory and practice in the context of SMEs.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-16T01:49:46Z
      DOI: 10.1108/IJOPM-09-2016-0565
       
  • Examining the anatomy of last-mile distribution in e-commerce omnichannel
           retailing
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to investigate the interplay between configuration dimensions (network structure, network flow, relationship governance, and service architecture) of last-mile supply networks (LMSN) and the underlying mechanisms influencing omnichannel performance. Design/methodology/approach Based on mixed-method design incorporating a multiple embedded case study, mapping, survey, and archival records, this research involved undertaking in-depth within- and cross-case analyses to examine seven LMSNs, employing a configuration approach. Findings The existing literature in the operations management (OM) field was shown to provide limited understanding of LMSNs within the emerging omnichannel context. Case results suggest that particular configurations have intrinsic capabilities, and that these directly influence omnichannel performance. The study further proposes a taxonomy of LMSNs comprising six forms, with two hybrids, supporting the notion of equifinality in configuration theory. Propositions are developed to further explore interdependencies between configurational attributes, refining the relationship between LMSN types, and factors influencing omnichannel performance. Practical implications The findings provide retailers with a set of design parameters for the (re)configuration of LMSNs and facilitate performance evaluation using the concept of fit between configurational attributes. The developed model sheds light on the consequential effects when certain configurational attributes are altered, preempting managerial attention. Given the global trend in urbanization, improved LMSN performance would have positive societal impacts in terms of service and resource efficiency. Originality/value This is one of the first studies in the OM field to critically analyze LMSNs and their behaviors in omnichannel retailing. Additionally, the paper offers several important avenues for future research.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-02-13T07:59:41Z
      DOI: 10.1108/IJOPM-12-2016-0733
       
  • The impact of supplier performance measurement systems on supplier
           performance
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to empirically investigate the impact of a mature supplier performance measurement system (SPMS) adoption all along its lifecycle phases (i.e. design, implementation, use and review) on the suppliers’ performance. Design/methodology/approach The research hypotheses have been tested on a final sample of 147 pairs of buyer-supplier responses, collected by means of a dyadic survey involving manufacturing firms and one key supplier of their choice. The research framework has been tested through a structural model using PLS regression. Findings Considering the joint effect of all the four SPMS phases on supplier performance, the findings show that the system use and review play a prominent effect: the former have a positive impact on supplier quality, delivery and sustainability performance; the latter positively affects supplier delivery, innovation and sustainability. A mature design displays a positive effect on supplier sustainability performance, while a mature implementation results to negatively affect supplier innovation performance. Finally, cost performance is not impacted by any of the four phases. Originality/value This study contributes to the open debate regarding the relationship between SPMSs and actual supplier performance improvement. In particular, the lifecycle perspective is introduced to clearly distinguish among each phase of adoption and assess their relative impact on supplier performance. Besides, the dyadic nature of the study allows to investigate different subcomponents of supplier performance jointly considering the buyer company and supplier company perspective, thus achieving a more insightful and robust information.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-01-29T03:43:34Z
      DOI: 10.1108/IJOPM-10-2016-0589
       
  • The relationship regulator: a buyer-supplier collaborative performance
           measurement system
    • Abstract: International Journal of Operations & Production Management, Ahead of Print.
      Purpose The purpose of this paper is to propose an innovative buyer-supplier performance measurement system (PMS) (called relationship regulator – RelReg), aimed at stimulating collaboration on mutual performance. The RelReg is described all throughout the phases of its lifecycle: first, design features and visual representation of the new measurement framework are reported; second, guidelines on how to implement, use and review the system are provided, highlighting the role of the buyer and the supplier at each step. Design/methodology/approach A theory building and testing approach is applied. The RelReg developed features primarily ground on previous scientific contributions matched with empirical evidence collected through case studies, workshops and focus groups. The resulting conceptual model is then validated through a dyadic buyer-supplier case study. Findings Two conceptual frameworks are provided: the RelReg dashboard – a multidimensional PMS; and the RelReg lifecycle – set of activities to be performed by both the buyer and the supplier all along the adoption process. Moreover, empirical insights on relevant issues to be considered when adopting the RelReg are reported. Originality/value The RelReg represents an innovative and smart tool, allowing buyer-supplier dyads to collaborate on relationship performance.
      Citation: International Journal of Operations & Production Management
      PubDate: 2018-01-26T09:48:15Z
      DOI: 10.1108/IJOPM-10-2016-0595
       
 
 
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