28 research outputs found
Exploring the role of supplier relationship management for sustainable operations: an OR perspective
This is an Accepted Manuscript of an article published by Taylor & Francis in
Journal of the Operational Research Society on 13/11/2013, available online: https://www.tandfonline.com/doi/full/10.1057/jors.2013.145This paper provides a systems-based approach to the exploration of the relationship and integration between Supplier Relationship Management (SRM) factors as part of a Sustainable Operations Management (SOM) agenda. The authors have chosen electronic procurement (e-Procurement) as a suitable context in this light. Through a review of extant literature, a Systems Archetype (SA) model was developed (based on the ‘Accidental Adversaries’ archetype) and findings from a quantitative pilot study exploring key factors pertinent to e-Procurement SRM were gathered, and hence evaluated against SOM factors. The objective of this research was to describe and visualise the causal interrelationships involved in SRM-SOM through the application of a SA (as an Operations Research tool). The authors believe that this research also provides a unique approach to developing and harnessing the useful and unique properties of Systems Thinking (ST), by attempting to reduce and organise the (generally ad hoc and wide-ranging) sequence of subjective perspectives commonly experienced in causal mapping experiments. The paper builds upon the extant literature, and provides further basis for continuing research in the areas of ST, SAs and the application of operational research to plan sustainable operations
Employee participation and assessment of an organizational change intervention: a three wave study of Total Quality Management
Amidst the debates on Total Quality Management (TQM), empirical investigations of the process of change have been largely neglected. This article examines the process of change involved in implementing TQM, as well as employees’ experience of participation, and evaluates the impact of employee participation in TQM on their commitment to the organization. The study was conducted in a UK manufacturing setting. The research design involved a survey of employees with three measurement occasions: 6 months prior to, and 9 months and 32 months after the introduction of TQM. Qualitative data were gathered during the implementation of TQM. The findings suggest that supervisory participative style is positively related to employee participation. The extent of employee participation is positively related to the assessment of the benefits of TQM. Furthermore, how employees assess the beneficial impact of TQM is more important in predicting subsequent participation in TQM than is their initial participation. However, employee participation in TQM was not found to be positively related to organizational commitment. There is evidence that supervisory resistance may have inhibited the successful development of the TQM process throughout the organization. The nature of the intervention and the process of change are important in understanding the basis of the resistance manifested by supervisors. In particular, the absence of supporting changes to reinforce a TQM philosophy and the reactive method adopted to overcome supervisory resistance during the change process are pivotal to explaining the limited development and consequences of the change effort
The Influence of Employee Empowerment as an Enabler of Knowledge Management on Sustainable Competitive Advantage Amongst Humanitarian Agencies in Kenya
Leadership and management distinctions among worldwide National Quality Awards
10.1300/J482v10n01_02Journal of Transnational Management1013-22JTMD
Telecommuting in the 21st Century: Benefits, Issues, and a Leadership Model Which Will Work
User awareness of security countermeasures and its impact on information systems misuse: A deterrence approach
Intentional insider misuse of information systems resources (i.e., IS misuse) represents a significant threat to organizations. For example, industry statistics suggest that between 50%-75% of security incidents originate from within an organization. Because of the large number of misuse incidents, it has become important to understand how to reduce such behavior. General deterrence theory suggests that certain controls can serve as deterrent mechanisms by increasing the perceived threat of punishment for IS misuse. This paper presents an extended deterrence theory model that combines work from criminology, social psychology, and information systems. The model posits that user awareness of security countermeasures directly influences the perceived certainty and severity of organizational sanctions associated with IS misuse, which leads to reduced IS misuse intention. The model is then tested on 269 computer users from eight different companies. The results suggest that three practices deter IS misuse: user awareness of security policies; security education, training, and awareness (SETA) programs; and computer monitoring. The results also suggest that perceived severity of sanctions is more effective in reducing IS misuse than certainty of sanctions. Further, there is evidence that the impact of sanction perceptions vary based on one's level of morality. Implications for the research and practice of IS security are discussed. © 2009 INFORMS