Building routines for non-routine events: Supply chain resilience learning mechanisms and their antecedents.

Organisations must build resilience to be able to deal with disruptions or non-routine events in their supply chains. While learning is implicit in definitions of supply chain resilience, there is little understanding of how exactly organisations can adapt their routines to build resilience. The aim of this study is to address this gap. An in-depth qualitative case study based on 28 interviews across five companies exploring learning to build supply chain resilience. This study uncovers six learning mechanisms and their antecedents that foster supply chain resilience. The learning mechanisms identified suggest that, through knowledge creation within an organisation and knowledge transfer across the supply chain and broader network of stakeholders, operating routines are built and/ or adapted both intentionally and unintentionally during three stages of a supply chain disruption: preparation, response and recovery. This study shows how the impact of a supply chain disruption may be reduced by intentional and unintentional learning in all three disruption phases. By being aware of the antecedents of unintentional learning organisations can more consciously adapt routines. Furthermore, findings highlight the potential value of additional attention to knowledge transfer, particularly in relation to collaborative and vicarious learning across the supply chain and broader network of stakeholders not only in preparation for, but also in response to and recovery from disruptions. This study contributes novel insights about how learning leads both directly and indirectly to the evolution of operating routines that help an organisation and its supply chains to deal with disruptions. Results detail six specific learning mechanisms for knowledge creation and knowledge transfer and their antecedents for building supply chain resilience. In doing so, this study provides new fine grained theoretical insights about how supply chain resilience can be improved through all three phases of a disruption. Propositions are developed for theory development.n/

Resource allocation in multi-class dynamic PERT networks with finite capacity

In this paper, the resource allocation problem in multi-class dynamic PERT networks with finite capacity of concurrent projects (COnstant Number of Projects In Process (CONPIP)) is studied. The dynamic PERT network is modeled as a queuing network, where new projects from different classes (types) are generated according to independent Poisson processes with different rates over the time horizon. Each activity of a project is performed at a devoted service station with one server located in a node of the network, whereas activity durations for different classes in each service station are independent and exponentially distributed random variables with different service rates. Indeed, the projects from different classes may be different in their precedence networks and also the durations of the activities. For modeling the multi-class dynamic PERT . networks with CONPIP, we first consider every class separately and convert the queueing network of every class into a proper stochastic network. Then, by constructing a proper finite-state continuous-time Markov model, a system of differential equations is created to compute the project completion time distribution for any particular project. The problem is formulated as a multi-objective model with three objectives to optimally control the resources allocated to the service stations. Finally, we develop a simulated annealing (SA) algorithm to solve this multi-objective problem, using the goal attainment formulation.We also compare the SA results against the results of a discrete-time approximation of the original optimal control problem, to show the effectiveness of the proposed solution technique.N/

The adoption of multiple certification standards: perceived performance implications of quality, environmental and health & safety certifications

This study assesses the combined impact of multiple certifications (i.e., ISO 9001, ISO 14001, OHSAS 18001) on perceived performance dimensions related to quality, environmental and occupational health and safety. Using survey data collected from 59 Irish manufacturing plants in 2014 we employed MANCOVA and regression analysis to test our proposed hypothesis. The results suggest that companies that are simultaneously ISO 9001, ISO 14001 and OHSAS 18001 certified are significantly better performers with regard to environmental and occupational health and safety compared to companies without multiple certifications. However, from a perceived quality performance perspective having these multiple certifications doesn’t seem to be an effective performance improvement tool.N/

ARTICULATING SERVICE CONCEPT TO ENHANCE TOURISM EXPERIENCE DESIGN

ARTICULATING SERVICE CONCEPT TO ENHANCE TOURISM EXPERIENCE DESIGN Identifying the nature of Irish Tourism experience is recognised as being of primary importance in the formulation of tourism policy and in the shaping of an enhanced competitive position for the industry (OECD, 2004), however tourism service managers often have difficulty articulating the true nature of their service concept (Fitzsimmons & Fitzsimmons, 2004). The definition of service concept is a fundamental part of the strategic advantage seeking processes of service design, service development and service innovation (Tax & Stuart, 2004). In response to the competitive imperative for improved tourism product development, this paper will develop a conceptual model of the components of a service concept, an experience concept and the process by which the tourism experience concept can be articulated. There exist varied definitions of the components of a service concept from both service marketing, e.g. Lovelock & Wright (1999) 8 P’s, and service operations perspectives, e.g. Clark, Johnston & Shulver (2000) and there is also considerable literature on the subject of service experience components. Experiences create added value by engaging and connecting with customers in a personal and memorable way (Fitzsimmons and Fitzsimmons, 2004) and progress the economic value of the organisations’ market proposition (Pine & Gilmore (1998)). As services are driven to become more experiential and therefore increasingly intangible, the articulation of service concept invariably becomes more difficult but also more necessary. The objective of this paper is to examine the existing theories and frameworks of the components of services and experiences and to identify areas of commonality and/or divergence. From this understanding of the components of an experience, a preliminary conceptual model of the process service providers should follow in seeking to better define and articulate their tourism experiences will be developed. Pine & Gilmore (1998) assert that developed nations have moved beyond the notion of a service economy to a the idea of an experience economy and that the ability to design effective systems for the creating desired customer experiences has become increasingly important for competitive advantage. Articulating Service concept is a fundamental part of improved Tourism service des

Complexity and the triple bottom line: an information-processing perspective.

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. 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. 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. 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.N/

Quality and lean practices synergies A swift even flow perspective

Purpose – The purpose of this study is to investigate the relationship between investments in quality and lean practices, and their impact on factory fitness. Using concepts originating in the theory of swift even flow, this study asserts that manufacturers, in order to improve their production swiftness and evenness, must leverage the potential synergetic effects between quality and lean practices. Design/methodology/approach – This research uses data from the Global Manufacturing Research Group (GMRG) survey project (with data collected from 922 manufacturing plants, across 18 countries). The constructs and measurement model were assessed using confirmatory factor analysis (CFA) and the hypotheses were tested using ordinary least square (OLS) models. Findings – This study highlights that both investments in quality and lean practices have direct impact factory fitness. The results provide insights into the efficacy of the investments in manufacturing practices and their role in augmenting the operational performance. The investments in quality practices were found to enhance the efficacy of investments in lean practices, which in turn impact the factory fitness. Practical implications – From a practical perspective, the study informs managers on how to leverage investment in quality practices to enhance the impact of lean practice on performance. The results provide empirical evidence to support management decision-making concerning the development of competences in quality and lean practices, which may create competitive advantage. Originality/value – This study contributes to the quality and lean literature and provides empirical evidence of the synergetic effects between investments in quality and lean practices. The analysis offers a greater understanding of the mechanisms that can be used to maximise the impact of investments in lean practices, from a global perspective. The findings are important to the advancement of theory in operations management, as it integrates three research streams: quality practices, lean practices and swift even flow research

Exploring the importance of cultural collectivism on the efficacy of lean practices: Taking an organisational and national perspective.

The purpose of this study is to assess the influence of cultural collectivism on the efficacy of lean practices. Furthermore, this study assesses whether or not potential cultural disadvantages related to the level of individualism at the national level can be compensated for at the organisational culture level. Hofstede’s cultural dimension of individualism is used to test whether practicing a collectivistic culture at the organisational level can fully compensate for the potential disadvantages of being geographically situated in an individualistic culture when practicing lean. Results suggest that cultural collectivism at the national and organisational level have a significant impact on the efficacy of lean practices. Furthermore, the negative impact of being situated in an individualistic country cannot be fully compensated for through practicing a collectivistic organisational culture when practicing lean. This study represents a comprehensive attempt to simultaneously assess the collectivism cultural components of lean practices at the national as well as at the organisational level.N/

Re-evaluating supply chain integration and firm performance: linking operations strategy to supply chain strategy

This paper aims to explore the performance implications of supply chain integration (SCI) taking a strategic perspective. Thus, this paper is set to provide answers to the following research questions: Does a higher degree of SCI always lead to greater firm performance improvements? As the answer to this question is likely to be no, the authors explore the performance implications from a strategic perspective: Is the SCI–performance relationship contingent on a company’s competitive priorities (i.e. operations strategy)? The authors explore their questions through multiple quasi-independent data sets to test the impact of SCI on firm performance. Furthermore, the authors provide a more nuanced conceptual and empirical view to explore the previously uncovered contradictory results and contingent relationship challenging the “more integration equals higher firm performance” proposition. The results only provide partial support for the proposition that more integration is always beneficial in the supply chain context. The authors also identified that the impact of SCI on financial performance is contingent on a company’s competitive priorities. This study provides a much-needed comprehensive assessment of the SCI–performance relationship through critically re-evaluating one of the most popular propositions in the field of supply chain management. The results can be extrapolated beyond the dyad, as the authors conceptualise integration simultaneously from an upstream and downstream perspective.N/

The relationship between investments in lean practices and operational performance: exploring the moderating effects of operational intellectual capital

Prior research has shown that operational intellectual capital (OIC) and investments in lean practices (ILP) lead to better operational performance. However, there has been no empirical studies on the synergetic effects between OIC components and ILP. More specifically, the question: can the efficacy of ILP be increased through OIC has not been studied. Accordingly, the purpose of this study is to report the empirical results of potential synergetic effects between operational intellectual capital (OIC), as a knowledge-based resource, and ILP. The empirical data used for this study was drawn from the fifth round of the Global Manufacturing Research Group (GMRG) survey project (with data collected from 528 manufacturing plants). The hypotheses are empirically tested using three ordinary least square (OLS) models. Our findings highlight the importance of leveraging a system of complementary knowledge based resources (OIC dimensions) and addresses the need for the reformulation of lean theory in terms of the emergent knowledge-based view (KBV) of the firm. The results facilitate greater understanding of the complex relationship between ILP and operational performance. Building on the contribution of Menor et al. (2007), we argue that OIC represents a strategic knowledge based resource that is valuable, hard to imitate or substitute and when leveraged effectively, generates superior operational and competitive advantage.From a managerial standpoint, this study provides guidelines for managers on how to leverage OIC to enhance the efficacy of ILP. We argue that firms consider investing in OIC to increase the return from ILP, which in turn will enhance their operational performance and provide competitive advantage. Our findings provide strong evidence of the importance of human, social and structural capital to enhance the efficacy of ILP. This is the first research paper that extends the application of intellectual capital theory in lean literature, and argues that the operational intellectual capital contributes to the efficacy of ILP. The analysis facilitates greater understanding of the complex relationship between OIC dimensions, ILP and operational performance.N/