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Article
Publication date: 16 May 2019

Annachiara Longoni, Mark Pagell, Anton Shevchenko and Robert Klassen

Sustainable operations management is characterized by environmental, social and operational goals. The implementation of routines to protect and direct the effective use of human…

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Abstract

Purpose

Sustainable operations management is characterized by environmental, social and operational goals. The implementation of routines to protect and direct the effective use of human capital is proposed to potentially improve all three dimensions. However, functional managers with overlapping responsibilities at the plant-level might implement human capital routines based on their individual functional schemas. The purpose of this paper is to investigate whether functional managers have conflicting perceptions of human capital routines, due to narrow perceptions benefiting their own functional domain, and thus generate trade-offs.

Design/methodology/approach

A combination of matched survey and archival data from 198 manufacturing plants is used to explore the degree to which functional managers have conflicting perceptions of human capital routines and the effects of these perceptions on sustainability outcomes.

Findings

The results indicate that on average functional managers have conflicting perceptions that generate trade-offs between sustainability dimensions. However, when functional managers had a shared perception better outcomes on all sustainability dimensions are shown. Thus, human capital routines can be a powerful tool for sustainability only if senior management can promote a shared schema across functional managers.

Originality/value

Differently than most previous studies assuming shared sustainability goals within an organization, this study considers a multiplicity of functional actors with potentially varying perceptions about sustainability goals and links these to organizational routine implementation and outcomes. Additionally, the dynamic and subjective nature of organizational routines, such as human capital routines, is proposed to explain contradictory impacts in a multi-objective setting such as sustainable operations management.

Details

International Journal of Operations & Production Management, vol. 39 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 4 September 2017

Frank Wiengarten, Muhammad Usman Ahmed, Annachiara Longoni, Mark Pagell and Brian Fynes

The purpose of this paper is to empirically investigate the impact of complexity on the triple bottom line by applying information-processing theory. Specifically, the paper…

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Abstract

Purpose

The purpose of this paper is to empirically investigate the impact of complexity on the triple bottom line by applying information-processing theory. Specifically, the paper assesses the impact of internal manufacturing complexity on environmental, social, and financial performance. Furthermore, the paper assesses the moderating role of connectivity and shared schema in reducing the potential negative impact of complexity on performance.

Design/methodology/approach

Multi-country survey data collected through the Global Manufacturing Research Group were utilized to test the hypotheses. The authors used structural equation modeling to test the measurement and initial structural model. Furthermore, to test the proposed moderating hypotheses, the authors applied the latent moderated structural equations approach.

Findings

The results indicate that while complexity has a negative impact on environmental and social performance, it does not significantly affect financial performance. Furthermore, this negative impact can be reduced, to some extent, through connectivity; however, shared schema does not significantly impact on the complexity-performance relationship.

Originality/value

This study presents a comprehensive analysis of the impact of complexity on sustainability. Furthermore, it provides managerial applications as it proposes specific tools to deal with the potential negative influences of complexity.

Details

International Journal of Operations & Production Management, vol. 37 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 19 July 2023

Christian F. Durach, Mary Parkinson, Frank Wiengarten and Mark Pagell

Firms are increasingly required to make ethical choices when selecting suppliers for their supply chains, and the decisions often rest on individual purchasing managers within the…

Abstract

Purpose

Firms are increasingly required to make ethical choices when selecting suppliers for their supply chains, and the decisions often rest on individual purchasing managers within the firm. This study builds on the literature on ethical decision-making and the concept of decision frames to investigate the decision-making process of purchasing managers in financially distressed firms. Codes of Conduct (CoC) and how they are enforced (financial rewards and codified procedures for oversight) are studied in terms of their effectiveness in informing and guiding purchasing managers in their supplier selection decisions.

Design/methodology/approach

Four sequential experiments were conducted with a total of 648 purchasing managers from manufacturing firms.

Findings

The results indicate that purchasing managers in firms facing financial distress are more than four times more likely than purchasing managers in the control groups to select the less ethical supplier in favor of better operational performance. As a potential remedy, it is found that enforcing the firm's CoC help to counteract this tendency and increase ethical supplier selection decisions by 2.1- to 2.6-fold. However, CoC enforcement that invokes multiple conflicting decision frames simultaneously is more likely to impair than promote ethical supplier selection decisions, compared to situations where only one enforcement method is present.

Originality/value

These findings develop an improved understanding of purchasers' decision-making processes and shed light on how to effectively use CoCs to guide these decisions.

Details

International Journal of Operations & Production Management, vol. 44 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 August 2023

Anton Shevchenko, Sara Hajmohammad and Mark Pagell

People donate to charities with the aim of improving society. Yet, many charities fail to use donations efficiently or have ineffective interventions. The authors explore the…

Abstract

Purpose

People donate to charities with the aim of improving society. Yet, many charities fail to use donations efficiently or have ineffective interventions. The authors explore the strategic operational priorities and processes that enable charities to efficiently implement their interventions and have a positive impact on society.

Design/methodology/approach

The authors first review the literature on charities to gain a deeper understanding of the current state of knowledge on charity operations. The authors then employ the lens of paradox theory and perform a qualitative investigation of six case studies to explore various aspects of the operations of charities that are known for being cost-effective.

Findings

The authors reveal how the strategic operational decisions of charities, as well as the processes they implement, help them resolve the tensions arising from the cost-effectiveness paradox. The authors show that cost-effective charities make strategic operational decisions that help maintain two diverging priorities: prioritizing the status quo and prioritizing change in how they deliver value. Another set of strategic decisions helps balance these two diverging priorities. The authors then show how these charities create and then maintain cost-effective operations.

Originality/value

The authors address recent calls for research on non-profit organizations in the field of operations management. To authors’ knowledge, it is the first in-depth study of exemplary charity operations. The results can be used by charity executives as a benchmarking tool when they develop and implement their charitable interventions and by government agencies and potential donors when they select charities for their donations. Finally, the results should have implications for other organizations trying to have a positive societal impact.

Details

International Journal of Operations & Production Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 12 June 2017

Muhammad Usman Ahmed, Mehmet Murat Kristal, Mark Pagell and Thomas F. Gattiker

This paper studies buyer–supplier relationships (BSRs) by taking a routine-based approach and develops a taxonomy of BSRs. Recent advances in the BSR literature have shown that…

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Abstract

Purpose

This paper studies buyer–supplier relationships (BSRs) by taking a routine-based approach and develops a taxonomy of BSRs. Recent advances in the BSR literature have shown that firms implement a host of diverse routines, called integrative practices, with their supply chain partners. Relationships differ based on what integrative practices are present in them. This paper aims to develop a taxonomy of supply chain relationships based on integrative practices measured at the relationship level.

Design/methodology/approach

The authors use survey data collected from North American manufacturers to establish the measurement properties of new relationship level constructs that represent different aspects of integration. Cluster analysis is used with these new constructs to develop a taxonomy of supply chain relationships. Regression and bootstrapping techniques are used to establish the predictive validity and stability of the taxonomy.

Findings

The results show four distinct types of relationships. On comparison, the authors find salient differences between their results and past classifications. As a result of taking a routine-based multidimensional view of integration, the authors find two types of relationships that have not been discovered by past taxonomies.

Originality/value

The new relationship level constructs will allow academics to have greater precision in their research questions on BSRs, as not all aspects of integration behave in the same manner. The four types of relationships identified by this study provide a useful framework to manage supply chain relationships for practitioners.

Article
Publication date: 26 June 2020

Osama Meqdadi, Thomas E. Johnsen and Mark Pagell

This paper explores how the procurement function initiates and develops relationships with social enterprises that are intended to induce social impact in the supply networks of…

Abstract

Purpose

This paper explores how the procurement function initiates and develops relationships with social enterprises that are intended to induce social impact in the supply networks of for-profit firms.

Design/methodology/approach

The paper utilises an in-depth case study involving a focal company, first-tier supplier, nongovernmental organisation and four social enterprises.

Findings

Tension mitigation that arises between social and commercial logics occurs via individual relationships through building trust, dependency manipulation, monitoring and supplier development activities. Deeper insights are revealed when triadic relationships are viewed within a quadratic relationship configuration that enables better capturing the essence of supply networks.

Research limitations/implications

The paper is based on a single case study, limiting empirical generalisability. Future research could consider multiple case studies to reveal different types of relationship configurations that induce social impact in supply networks.

Practical implications

Societal goals can be met while maintaining supply network economic performance if procurement involves a trusted third party such as a nongovernmental organisation and helps to develop social enterprises as suppliers.

Originality/value

The paper contributes to the sustainable supply chain management literature by reporting on a novel procurement approach for enhancing social sustainability through cooperation with social enterprises. The paper also contributes to supply network theory by demonstrating how exploring quadratic relationships can reveal novel relationship configurations within supply networks.

Details

International Journal of Operations & Production Management, vol. 40 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 11 April 2022

Syeda Ayesha Wadood, Kamran Ali Chatha, Muhammad Shakeel Sadiq Jajja and Mark Pagell

This study aims to understand how firms in developing economies acquire knowledge about social sustainability by leveraging the social capital embedded in firms' social network…

Abstract

Purpose

This study aims to understand how firms in developing economies acquire knowledge about social sustainability by leveraging the social capital embedded in firms' social network, through optimally governing relationships with network members. The study proposes that relational and contractual governance mechanisms interact with various structural facets of the network, resulting in varying degrees of social sustainability related knowledge acquisition.

Design/methodology/approach

Primary data collected with a multiple respondent survey design from 204 manufacturing firms located in major industrial cities in Pakistan were used. Confirmatory factor analysis (CFA) followed by hierarchical regression analysis is used to test the hypotheses.

Findings

The study finds that both relational and contractual governance mechanisms are positively related to a firm’s social sustainability-related knowledge acquisition, but their effectiveness is impacted by the structural facets of the network. Network size positively moderates the relationship between relational governance and social sustainability related knowledge acquisition, whereas both network range and strength of ties negatively moderate the relationship between contractual governance and social sustainability related knowledge acquisition.

Practical implications

Practitioners with resource-constrained firms should interact with their social network to leverage the knowledge and resources embedded within. The findings prescribe optimal governance strategies for different combinations of network structure variables to gain maximum knowledge about social sustainability.

Originality/value

The literature lacks information on the effect of network structure on the relationships between social network governance and social sustainability-related knowledge acquisition for resource-constrained firms in the developing economy context, making this study’s contributions unique.

Details

International Journal of Operations & Production Management, vol. 42 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 25 November 2022

Christian F. Durach, Frank Wiengarten and Mark Pagell

This study aims to investigate the effects of temporary workers and works councils on process innovations at manufacturing sites. The impact of temporary workers, commonly viewed…

Abstract

Purpose

This study aims to investigate the effects of temporary workers and works councils on process innovations at manufacturing sites. The impact of temporary workers, commonly viewed as a means of operational flexibility and cost savings, on firms’ ability to innovate is underexplored. Works councils represent and help integrate temporary workers, but are often equated with unions, which have been criticized as barriers to innovation, especially in the US.

Design/methodology/approach

The authors use secondary data collected by the Institute for Employment Research (IAB) of the German Federal Employment Agency. Specifically, the authors conduct a series of regression analyses using 11-year panel data covering the period 2009–2019 with 11,641 manufacturing site-year observations.

Findings

The results suggest that the use of temporary workers initially promotes process innovation, but at too high a level, it impairs firms’ ability to innovate. Furthermore, the results suggest that works councils have a positive impact on innovation and dampen the curvilinear effect found with respect to temporary workers.

Originality/value

Research has largely focused on the cost and flexibility benefits of temporary workers. The authors analyze the effectiveness of temporary workers in terms of innovativeness. By including works councils, the study also consider the contextual environment in which temporary workers are employed. Finally, the results reject the assumption that works councils have a similar negative impact as unions on innovation; in fact, the authors find the opposite.

Details

International Journal of Operations & Production Management, vol. 43 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 19 August 2019

Muhammad Usman Ahmed, Mehmet Murat Kristal, Mark Pagell and Thomas F. Gattiker

The purpose of this paper is to explore how different forms of integration interact with environmental dynamism to influence the outcomes of a buyer–supplier relationship (BSR)…

Abstract

Purpose

The purpose of this paper is to explore how different forms of integration interact with environmental dynamism to influence the outcomes of a buyer–supplier relationship (BSR). Specifically, the authors assess the impact of communication, operational process integration (OPI) and joint knowledge exploration (JKE) on the economic value and competitive differentiation generated by the BSR. Furthermore, the authors assess the moderating role of environmental dynamism in changing the performance implications of these different forms of integration.

Design/methodology/approach

The authors empirically test the theoretical model using survey data collected from North America. The authors apply techniques such as confirmatory factor analysis, regression and a variety of robustness checks to ensure the validity of the findings.

Findings

The results indicate that OPI and JKE are useful in generating higher value from key supply chain relationships. However, communication does not directly influence performance outcomes, rather it assists in the implementation of other forms of integration. In stable environments, better returns can be obtained from focusing on OPI, while in dynamic environments JKE becomes far more important.

Originality/value

This study shows that different aspects of integration have very different performance implications and that selective integration can outperform broad-based integration in some conditions. More importantly, the performance implications depend on environmental dynamism in unique ways, where greater integration is not always the best response to dynamic business conditions. The results allow managers to make better decisions regarding what forms of integration to establish in key supply chain relationships.

Details

Business Process Management Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 3 March 2020

Anton Shevchenko, Mark Pagell, Moren Lévesque and David Johnston

The supply chain management literature and agency theory suggest that preventing supplier non-conformance—a supplier's failure to conform to the requirements of the buyer—requires…

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Abstract

Purpose

The supply chain management literature and agency theory suggest that preventing supplier non-conformance—a supplier's failure to conform to the requirements of the buyer—requires monitoring supplier behavior. However, case studies collected to explore how buyers monitored suppliers revealed an unexpected empirical phenomenon. Some buyers believed they could prevent non-conformance by either trusting their suppliers or relying on a third party, without monitoring their behavior. The purpose of this article is to examine conditions when buyers should monitor supplier behavior to prevent non-conformance.

Design/methodology/approach

This article employs a mixed-method design by formulating an agent-based simulation grounded in the case-study findings and agency theory to reconcile observed unexpected behaviors with scholarly suggestions.

Findings

The simulation results indicate that buyers facing severe consequences from non-conformance should opt to monitor supplier behavior. Sourcing from trusted suppliers should only be reserved for buyers that lack competence and have a small number of carefully selected suppliers. Moreover, buyers facing minor consequences from non-conformance should generally favor sourcing from trusted suppliers over monitoring their behavior. The results also suggest that having a third-party involved in monitoring suppliers is an effective path to preventing non-conformance.

Originality/value

By combining a simulation with qualitative case studies, this article examines whether buyers were making appropriate decisions, thereby offering contributions to theory and practice that would not have been possible using either methodological approach alone.

Details

International Journal of Operations & Production Management, vol. 40 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

1 – 10 of 330