Crisis Planning in the Nonprofit Sector: Should We Plan for Something Bad If It May Not Occur?

John E. Spillan, Ph.D., assistant professor of business administration, The Pennsylvania State University-DuBois Campus, DuBois, PA 15801. William Rick Crandall, Ph.D., is associate professor of management, Division of Business & Economics, Concord College, Athens, WV 24712

The Role Of Guatemalan Crisis Management Attitudes In Foreign Direct Investment Initiatives

Improvements in communication, transportation, and technology continue to drive business globalization. Foreign Direct Investment (FDI) is one way in which firms can globalize. Although firms seeking FDI opportunities may investigate the commercial, economic, political, and natural resource environment of the potential host country, cultural issues including crisis management attitudes are sometimes overlooked. This study reviews crisis management considerations, investigates attitudes of indifference displayed by Guatemalan businesses with respect to crisis management, and discusses the implications for firms seeking FDI opportunities in Guatemala

Crisis Planning: Increasing Effectiveness, Decreasing Discomfort

Although the percentage of businesses involved in crisis planning increased after September 11, 2001, it is still alarmingly low.  Some managers believe crisis planning unnecessary, while others become overwhelmed when attempting to plan for all potential crises.  Even those managers who develop plans may find them overly-simplistic or ineffective when crises occur.  This work discusses the importance of crisis planning and presents a five-step process to simplify planning efforts while increasing their effectiveness.  Effective crisis preparedness can be achieved by forming a crisis team, analyzing vulnerabilities, creating strategies, working the plans, and assessing plan performance.&nbsp

A longitudial study of private warehouse investment strategies

This article revisits private warehouse investment decision making, a topic previously examined in 1989 by McGinnis, Kohn, and Myers (1990). Since then there has been a substantial amount of discussion regarding the scope and nature of logistics /supply chain management. In particular the roles of private, contract, and public warehousing has been discussed, increased emphasis on financial performance and strategic decision making may have altered the criteria for investment decisions in private warehousing, increased coordination of supply chains may have altered the relative importance of private, contract, and private warehousing, and increasing emphasis on controlling inventory investment may have shifted inventory responsibilities onto suppliers and customers. Empirical data was collected in 1999and 2008 regarding warehouse investment decisions in large United State manufacturing firms. This research focused on private warehouse investment decisions, topics that might affect those decisions, and the mix of private, contract, public, and other warehouse options. The results of the 1999 and 2008 data were compared to the earlier findings reported by McGinnis, Kohn, and Myers. Changes in private warehouse investment strategies, the roles of market /product mix uncertainties and availability of for-hire warehouse providers, and changes in warehouse mix were examined. Implications for practitioners, teachers, and researchers of transportation, supply chain management, logistics, and warehousing are discussed

Cross-cultural validation of the factorial structure of a logistics strategy model: A three-country study

In 2011, McGinnis, Kohn, and Kara reported the effects of overall logisties strategy (OLS) on logistics coordination effectiveness, customer service effectiveness, and organizational competitive responsiveness. This manuscript empirically compares the three dimensions of the Bowersox Daugherty typology to logisties strategies among U.S., Turkish, and Guatemalan companies. US, Turkish, and Guatemalan subjects (logistics managers) were chosen to test the underlying factor structure and measurement equivalences of the scales used. Using confirmatory factor analysis (CFA), findings indicate that the three dimensions of the Overall Logistics Strategy (OLS) - Process Strategy, Market Strategy, and Information Strategy - hold in all three country environments studied. However, structural equation modeling shows nonequivalent relationships between OLS and independent variables; logistics coordination effectiveness, customer service commitment, and organizational competitiveness for one of the three countries. We evaluate these findings in light of recent research into logistics strategy research on U.S. firms. Insights for those interested in comparative logistics strategies are provided

An empirical cross cultural assessment of a logistics/supply chain management typology

This manuscript compares the three dimensions (Process Strategy, Market Strategy, and Information Strategy) of the Bowersox Daugherty (1987) logistics strategy typology among five disparate countries by integrating the findings of previous empirical research. The appropriateness of the three Bowersox/Daugherty dimensions when combined into the construct Overall Logistic Strategy (OLS) are assessed. The role of OLS impact on Organizational Competitiveness (COMP) through two intervening variables LCE (Logistics Coordination Effectiveness) and CSC (Customer Service Commitment) is evaluated. The findings indicate that OLS is an appropriate descriptor of logistics/ supply chain management in a wide range of cultures and that the integration of OLS, LCE, and CSC is useful in explaining COMP across cultures. The findings of this research are discussed in the context of earlier perspectives on organizational strategy and overall logistics strategy

The Importance Of Culture Change And Change Management In Successful Implementation Of Sap Enterprise Resource Planning Systems

Enterprise Resource Planning (ERP) has enabled organizations to connect vendors, the organization, and customers in an almost seamless manner with real-time accurate communication and information. In an increasingly competitive environment, businesses are looking for ways to become more competitive within their marketplace. Many are turning to ERP solutions to facilitate multiple competitive priorities to stand above competing businesses or to create a new competitive advantage. Critical success factors and change management are the primary vehicles for the achievement of success in the adoption of these systems. This research studies how change management becomes a significant link to successful ERP implementation

A study of logistics strategies in small versus large U.S. manufacturing firms

The research reported in this manuscript empirically compares the similarities and differences of logistics strategies for small and large manufacturing firms. The hypotheses focus on whether there are significant differences between logistics strategies of small and large manufacturing firms and whether logistics strategy outcomes differ. The findings indicate that there are many similarities but differences do exist. The results identify dimensions of logistics strategy and assess their impact on logistics coordination effectiveness, customer service commitment, and company/division competitive responsiveness

Private warehouse investment strategies in small versus large manufacturing firms

The research reported in this manuscript empirically compares the private warehouse investment strategies of small and large manufacturing firms. Mail surveys were administered to independent samples of small and large United States manufacturing firms. This research is based on a series of identically worded questions administered to both samples. Data was factor analyzed and cluster analyzed to identify three private warehouse investment strategies for small and large firms and two strategies for large firms. Analyses of three independent variables further evaluated differences in private warehouse investment strategies. Finally, the warehouse mix of small and of large firms was compared. This study identified specific private warehouse investment strategies, and warehouse mixes, in small and large United States manufacturing firms. Small firms were found to be less likely to use formal capital budgeting techniques and were less likely to consider strategic issues than large firms. Small firms were also found to be more likely to use private warehousing than large firms. This research increases the awareness of differences in logistics practice between small and large manufacturing firms and suggests that generalizations regarding logistics strategy should be approached with caution

A comparison of logistics strategies and integration in the U.S. and Ghana

This manuscript empirically compares logistics strategies and outcomes in Ghanaian and U.S. firms to test the underlying factor structure and measurement equivalences of the Bowersox/Daugherty model and its relationship with critical success factors. A structured questionnaire was used to gather data from Ghanaian and American logistics managers. Using confirmatory factor analysis (CFA), we compared the three dimensions of Overall Logistics Strategy (OLS) - Process Strategy, Market Strategy, and Information Strategy – in the two countries. A structural equation model (SEM) was then used to assess the impact of OLS on perceived organizational competitiveness in the two countries. Although the economic, political, and cultural dimensions of the two countries differed substantially, the relationships among the constructs used were similar. Data from both countries provided strong support for the dimensionality of the Overall Logistic Strategy (OLS). In addition, it was found that OLS, when combined with Logistics Coordination Effectiveness (LCE) and Customer Service Effectiveness (CSE), contributes to organizational effectiveness (COMP) in both the countries studied. This research provides insights into comparative logistics in two completely disparate economies and provides support for the Bowersox/Daugherty logistics/supply chain management typology. The manuscript also provides insights into comparative logistics/ supply chain management that have not been previously reported through empirical research