Supply‐Based Strategies, Human Resource Initiatives, Procurement Leadtime, and Firm Performance

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/98393/1/j.1745-493X.1998.tb00038.x.pd

State-of-the-Art: the quality of case study research in innovation management

The practice of innovation management is developing fast. As new concepts emerge, exploratory studies are needed and case study research is often appropriate. To investigate the usage and quality of case study research in innovation management, all of the articles published in five top journals over 20 years (1997–2016) were reviewed. Case study research accounted for 818 of the published articles in this period (12%) and an evaluation template (termed case study evaluation template: CASET) was developed to objectively assess these articles against 10 quality criteria. It was found that the quality of case study research has often been low, although it has improved over time. Similarly, quality was found to fluctuate both within and between the different innovation journals. This indicates that the peer review process for case study research is not as robust as it should be. The assessment of individual articles using the evaluation template found significant deficiencies. Many articles: did not justify why case study research was appropriate; did not apply theoretical sampling criteria; were not transparent on how conclusions were drawn from the data; did not consider validity and reliability adequately; and did not go beyond description in their interpretation. However, the evaluation template also identified 23 “exemplary studies,” which clearly addressed nearly every criterion. Such exemplary studies provide innovation management researchers with “benchmark” reading, which can help shape their own research. This article makes four contributions to the innovation management discipline. First, the evaluation template and exemplary studies can help innovation researchers improve the quality of their case study research. Second, clear recommendations are given for how reviewers can use the template to make the peer review process more consistent and robust. Third, journal editors are encouraged to consider the implications of the findings for their particular journal. Fourth, the article should stimulate a long overdue debate on methodology in innovation management research, including the use of case study research

A Multi-dimensional Service Chain Ecosystem Model

International audienceThe globalised and moving economical environment leads enterprises to develop networked strategies. Such collaborative networks are by now often based on trusted and well known communities and require IT support agility and interoperability. The European Union promotes solutions to support and favor innovative business networks on the basis of an internet of services: these FP6 and FP7 projects results provide a consistent environment (including design, methods and developments related to Enterprise Service Bus (ESB) technology) to support technologically Business Service oriented organizations and the large-scale reinforcement of collaborative business and networked organization strategies. Nevertheless these works are mostly focused on an IT vision without taking into account business constraints. To overcome this limit, we propose a multi-dimensional service-chain ecosystem model, paying attention on service functional and non-functional properties description to support an efficient and consistent business service selection and composition process so that large-scale service based collaborative organization can emerge

Emerging research and future pathways in digital supply chain governance

Over the past 20 years, the management of supply chain (SC) relationships and, particularly, related governance theories, instruments and mechanisms have received increasing attention in operations management research (cf. Pilbeam et al., 2012; Bonatto et al., 2020). The emergence of fragmented and globally dispersed supply chains has laid the foundation for various forms of interorganizational governance (Gereffi et al., 2005) that utilize contractual and relational mechanisms to balance interdependencies and individual interests in a way that allows effective collaboration and control for improved performance (Pilbeam et al., 2012)

Supplier development practice: arising the problems of upstream delivery for a food distribution SME in the UK

The paper aims to emphasize on the impacts of the supplier development on reducing the defects in supplier quality for a food distribution small–medium sized enterprise (SME). An empirical study was conducted to measure the performance of the suppliers in three different key performance indicators of the outsourcing and supplier’s performance to arise the existing problems via information exchange, data collection and data analysis. It was found that supplier development through data and information exchange and better communication by any food distribution SME raises the problems more promptly. This can dramatically change the supplier’s behavior to improve the quality of the supplier’s service and products. It is suggested that more research is required to raise other key performance indicators and their related problems and to develop more improvement practices. Six sigma methodologies could be the potential good practices to be focused in future research studies. Supplier performance measurement, which encompasses data exchange and data collection, develops the systematic flow of information, which potentially improves the flow of goods and the whole food supply chain to address the final consumer satisfaction. The research took a novel approach in adopting some transport related key performance indicators of the food supply to the food distribution and retailing sector, which is almost a new approach in food industry

Understanding the Role of Government and Buyers in Supplier Energy Efficiency Initiatives

In environmental management, companies must respond to myriad needs and pressures from stakeholders such as buyers, regulators, communities and NGOs. While researchers recognize that these stakeholder entities have different saliency and influences over a focal firm, the influences from multiple stakeholders are often aggregated as a single factor, overlooking differences among them. Stakeholders may have competing demands: A buyer may consider only potential environment-cost trade-offs while the government balances the environment, increased cost-competitive manufacturing and job creation. Such demands compete for the same resources within the supplier’s organization, forcing suppliers to satisfice and compromise. This paper qualitatively examines Chinese suppliers’ responses to requests to adopt energy efficiency initiatives in their production plants by two of their most critical stakeholders: buyers and the government. We identify three categories of energy efficiency (EE) initiatives implemented by the suppliers and find that their implementations are contingent on their ownership characteristics and value alignment with these two stakeholders. Further, we find that suppliers interpret buyers’ motives regarding EE in the context of buyer-supplier relationships and environmental positioning of the buyers’ products. These findings are articulated in a set of propositions that are introduced based on our analysis of these case study data.KEYWORDS: Environmental decision-making, Supply management, Energy efficiency, China, Buyer-supplier relationship, Sustainability, case study, Stakeholder theory, Government influenceThis is an author's peer-reviewed final manuscript, as accepted by the publisher. The article is copyrighted by the Institute for Supply Management, Inc. and published by John Wiley & Sons Ltd. It can be found at: http://onlinelibrary.wiley.com/journal/10.1111/%28ISSN%291745-493X

Organizational Alignment and Supply Chain Governance Structure: Introduction and Construct Validation

Purpose – The purpose of this paper is to introduce and validate two new constructs with the potential to sharpen our understanding of how and why firms integrate their internal supply chains and assess the governance structure of their supply chains. The first construct, organizational alignment (OA), is a reflective scale measuring the extent to which upper management attempts to foster integration between internal supply chain functions. The second, supply chain governance structure (SCGS), is a formative index, and is a first attempt at developing a measurement instrument to assess SCGS along multiple dimensions. Design/methodology/approach – Following a literature review, measures of OA and SCGS are conceptualized. These instruments are used to collect data, after which they are refined and validated through parallel scale development (OA) and index construction (SCGS) processes. Findings – OA shows acceptable content and construct validity, and SCGS shows acceptable results for content and item specification, as well as multicollinearity. Practical implications – OA and SCGS may provide some insight into how to promote better internal supply chain integration within the firm, and may allow for an assessment of the governance structure of the firm\u27s supply chain. In different industries and at different times, this knowledge may prove useful in supply chain design and supply base optimization decisions. Originality/value – These scales have considerable applicability in logistics and supply chain management research. Together, they represent initial attempts to assess upper management influence on internal supply chain alignment (OA), and to assess the governance structure of a firm\u27s supply chain