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The purpose of this paper is to examine the antecedents and performance consequences of voluntary information exchange between the production and sales functions.

Building on the motivation-opportunity-ability framework, the authors first posit a general model for bilateral information exchange across functional levels. The innovation presented in this model consists in allowing both sides of such an exchange (e.g. production-to-sales and sales-to-production) to differ in the perceived adequacy of information they receive. The two sides can also differ in terms of how their motivation and ability impact that adequacy. To test the model, the authors make use of survey responses and objective data from sales, production and executive managers of 182 Chinese manufacturers.

Analysis of the sample shows that the sales-to-production exchange has a smaller estimated performance effect than the production-to-sales exchange. Although shared opportunity is important in predicting both sides of the exchange, the measure of motivation appears to only significantly impact the sales-to-production exchange. In contrast, the measure of ability only appears to significantly affect the production-to-sales exchange.

Although limited to a regional context, differences in information-sharing drivers on the two sides of production-sales dyads pose strong implications that may be generalizable.

Specifically, these findings suggest alternative approaches and foci for resource investment that higher level managers can leverage in developing more effective cross-functional work settings.

This study differentiates itself from extant literature on information sharing by focusing on cross-functional (vs intra-functional) and voluntary (vs routine) information exchange.

Top-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.

In study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.

Results show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.

While the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.

The associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.

The study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.

This work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.

The purpose of this paper is to examine how training specific to a given operational task, and subsequent experiential learning, can heighten skill and hence shift the level of workload at which individuals are most productively motivated.

To analyze these effects, a laboratory experiment was used involving a vehicle routing application and 156 managers exposed to a 2 × 3 complete treatment design. Both multi‐period objective in‐task data and subjective self reports are collected to tap into skill levels, actions and behavioral variables of interest.

In the absence of additional workload challenges, the paper finds that increases in skill may in fact significantly limit and in some cases actually degrade overall motivation, as well as objective performance.

Limitations potentially stem from specific operationalizations of the factors studied as well as selectivity of the subject pool and the context (vehicle routing task).

The implications of the skill‐challenge‐motivation dynamics observed have direct repercussions for existing management models in which training and experience are viewed as having strictly monotonic benefits to performance. The implications also go far to promote more informed models of worker behavior in operations modeling that otherwise view performance as static or monotonically increasing based on experience.

This is believed to be the first study that has explicitly studied the inverted‐U dynamics stemming from the interplay of both skill and workload on motivation and performance, over a multi‐period framework of analysis.

The purpose of this work is to empirically demonstrate the synergistic implications of enterprise resource planning (ERP) systems and emerging intra‐organizational technologies.

Using established operational theory as a foundation, the article analyzes the history of ERP use and its impact on gains from business‐to‐business (B2B) purchasing technologies.

The findings reveal that the extent to which firms witness maintenance‐repair‐operating (MRO) savings through such procurement is dependent not only on the presence of an ERP system, but also on the length of time systems have been in use.

Although limited to the analysis of B2B “success” cases, the results provide strong implications for the importance of ERP as a key infrastructure for B2B activities.

Managers seeking to benefit from B2B economies, should ensure that they possess an adequate IT infrastructure (e.g. ERP) to realize all such potential gains.

The study is one of the first works to demonstrate the link between ERP and B2B benefits solely through the use of objective secondary data.

The purpose of this paper is to test the existence of direct and moderating effects of task interdependence and culture on supervisory views of enterprise resource planning (ERP) systems.

To analyze these effects, an experiment was conducted in the USA and The People's Republic of China. A total of 304 management supervisors participated. Participants were exposed to an interdependence manipulation and then rated the importance of ERP in the case contexts described by experimental treatments.

Results support the moderating effects of culture on the extent to which task interdependence impacts managerial views of the communicative capabilities of ERP systems. Task interdependence effects are much less severe among the views of Chinese managers.

Main limitations potentially stem from our specific operationalizations of the factors studied as well as selectivity of the subject pool. As with many empirical comparisons of culture, these limitations may confine the application of the findings to the two national contexts studied.

If managers in China (as compared to their US counterparts) are more enthusiastic of the communication capabilities provided by ERP systems regardless of the extent to which internal processes are interdependent, then the business cases that support ERP adoption and extension should be expected to emphasize the benefits of such capabilities. This may foster a strategic distinction in the use of these architectures in the two settings.

This study specifically examines the interactive effects of task interdependency and culture on managerial perceptions regarding ERP communicative capabilities.

The purpose of this paper is to inform the general management community on the qualitative and visualization capabilities available to them through Excel.

The paper provides a basic overview and illustration of a subset set of qualitative capabilities, along with some brief tutorials and tips on how to make use of these capabilities. Discussions are aimed at novices and those with experience in Excel alike. A reference for more in‐depth discussions and guidance is provided.

Access to novel and powerful capabilities that have traditionally been under‐utilized in Excel are within grasp of any management research or practitioner, provided they know where to find some basic guidance and are intrepid enough to test it out. The wave of new, tech‐savvy management users is likely to have a pivotal impact on the way technology‐assisted decision making is thought of in the future.

The opportunity to open the eyes of a wider audience to the convenience and power of Excel as a development, decision support, research and teaching tool is of critical value. This work suggests that such awareness may be instrumental in changing the climate of organizational technology perspectives across a wide range of fields of practice.

The selection of an appropriate enterprise resource planning (ERP) solution remains a complicated task. Since the fundamental role of an ERP solution is to support corporate operations, a key consideration is its alignment with the process requirements of the firm. This work is an investigation into the impact that this alignment has on perceived operational performance. Data are collected using a survey administered to representatives of the machine manufacturing industry. The findings suggest that the alignment of ERP solutions with operational needs is crucial to perceived ability to deliver orders on time and to general satisfaction with the ERP solution.