Transforming the Vodafone/Ericsson Relationship

In the context of global business, there is limited evidence or guidance as to how firms transform their existing physical in-country relationships into an IT-enabled global relationship. When one of the world’s largest mobile operators, Vodafone of the UK, joined with the world’s largest supplier of cellular network infrastructure, Ericsson of Sweden, the aim was to transform their relationship into a global and virtual one, enacted through an inter-organisational information system (IIS). This article explains how this transformation proceeded.The transformation was treated from the start as an improvisation. There was no fixed destination or project plan, only a shared acceptance that the benefits accruing to the two companies would be asymmetric. The resulting IIS, which both companies now call the eRelationship, allows for information sharing, communication, virtual teams, competence development, network support services, and product forecasting, ordering and tracking. We consider and analyse some key features of this case, namely the role of improvisation, the impact of horizontal organisational relationships, and the evaluation of the transformation and the IIS.     

How Excessive Stage Time Reduction in NPD Negatively Impacts Market Value

We empirically investigate how time reductions in particular product development stages impact market value. Using longitudinal project data from 107 firms, we compare stage times prior to and following investments in new product development process changes. Our analysis reveals a predominance of focus on time reduction in the late stages of product development. We also find support for the existence of an inverted‐U relationship between market performance and time reductions for some of these stages: beta testing and technical implementation. Therefore, while time reductions can improve time to market, we observe a clear limit to the benefits associated with stage time reductions at particular stages. We also investigate the role of strategic contextual factors such as the extent to which a firm's patented innovations rely upon a variety, as opposed to a limited range, of diverse technology classes. The extent of this technology‐span impacts optimal stage time reductions. We perform an in‐depth post hoc analysis with a small set of firms to uncover how they should invest in stage time reduction given our empirical results. The post hoc analysis highlights that some firms are likely overinvesting in stage time reductions and destroying market value.     

Measuring agri-food supply chain performance and risk through a new analytical framework: a case study of New Zealand dairy

Abstract

Many researchers and practitioners have long recognized the significance of measuring performance. Although general guidelines for measuring business performance are widely available, no appropriate measurement frameworks have been developed for measuring agri-food supply chain performance. Particularly, food quality and risk-related indicators have not been well integrated into existing performance measurement systems. Our research, therefore, addresses this knowledge gap by first providing an in-depth review of extant performance measurement systems and frameworks. It then develops an analytical framework by extending the Supply Chain Operations Reference (SCOR) model which has been extensively implemented across non-food industries. The analytical framework is further validated by utilizing a case study of 50 farmers and 10 dairy companies, operating in the New Zealand dairy industry.

Our pilot testing and subsequent findings show that the individual metrics interlocked with the analytical framework are in-line with the key industrial practices adapted by the New Zealand dairy industry. In addition, the framework is flexible and scalable to evaluate and benchmark other agri-food supply chains – ranging from fresh products such as fruits and vegetables to processed foods such as canned fruits. The findings further show that the detailed information required for measuring the level-3 SCOR metrics is not easily available in the industry, as researchers need to access specific company records that may be confidential. Consequently, this study provides how agri-food supply chain managers can employ our new analytical framework in-conjunction with the SCOR model for a deeper understanding of the complicated performance measurement indicators applied in their agri-food production systems and relevant supply chains.     

Extension of internationalisation models: drivers and processes for the globalisation of product development – a comparison of Danish and Chinese engineering firms

This paper develops an extension to established production- and supply chain management focused internationalisation models. It applies explorative case studies in Danish and Chinese engineering firms to discover how the globalisation process of product development differs from Danish and Chinese perspectives. The paper uses internationalisation and global product development theory to explain similarities and differences in the approaches. Grounded in case study results, a new model for internationalisation is proposed. The new model expands the internationalisation process model to include steps of product development and collaborative distributed development beyond sourcing, sales and production elements. The paper then provides propositions for how to further develop the suggested model, and how western companies can learn from the Chinese approaches, and globalise their product development activities from the front end of the value chain rather than from the back-end.     

Risk,Process Maturity,and Project Performance: An Empirical Analysis of US Federal Government Technology Projects

In recent years, there has been increasing pressure on the US federal government to reduce spending and improve the management of its technology projects. Mitigating the adverse impact of risks on the performance of these projects presents a significant challenge for its stakeholders. Our research examines this challenge in two steps. First, we identify and define a set of salient risks in federal technology projects—specifically, complexity risk and contracting risk in the planning process, and execution risk in the execution process. Next, we investigate whether higher levels of process maturity, assessed by the Capability Maturity Model Integration (CMMI) framework, mitigate the negative effect of project risks on project performance. The analysis of time‐series data collected from 82 federal technology projects across 519 quarterly time periods indicates that each of the three types of risks has a significant negative effect on project performance. This finding highlights the practical significance of managing these risks in the federal technology project context. Further, we find that increasing levels of process maturity attenuate the negative effect of project risks on the performance of federal technology projects. However, the attenuation effects are consequential only at high levels of project risks; at low levels of project risk, increasing levels of process maturity can adversely affect project performance. To demonstrate the financial implications of increasing process maturity levels in federal technology projects, we examine the magnitude of project cost savings (and overruns) across different levels of CMMI and project risks. In summary, our study contributes to the sparse literature on public sector operations by addressing the understudied context of federal technology projects, and provides a nuanced examination of the implications of process maturity in managing the risk to performance relationship in such projects.     

Safe Climate, Sound Business

Increasingly, global environmental trends such as climate change are impacting human and ecological health and the ability of business to operate. Business needs to act now to limit greenhouse gases and prepare for changes already underway. Business can play a significant part in providing solutions that are profitable for society and business. A select group of leadership companies are already demonstrating this.The best strategy for business to prepare for a future with more pressing environmental problems and stricter regulations is to be bold and proactive. Partnerships with external organizations are key to helping companies succeed at creating value through sustainable development strategies. The World Resources Institute's Safe Climate, Sound Business Initiative seeks to engage corporate partners in actively developing and implementing solutions to climate change. Through projects such as the Greenhouse Gas Protocol Initiative and the Green Power Market Development Group, companies are improving profitability even as they lead the trend towards sustainability and address climate change.     

Purchasing performance management systems: an empirical investigation

This article aims at further developing the purchasing performance management systems (PPMSs) body of knowledge, assuming the wider perspective of the adoption process rather than key performance indicators (KPIs) only. In particular, the research questions are focused on understanding what are the most adopted indicators, what are the key elements characterising the implementation process and what are the differences among different organisational levels and different purchasing categories. The literature provides a framework for classifying purchasing KPIs, identifying the implementation process and the PPMS architecture, thus supporting the empirical research protocol. Nine case studies of large multinationals belonging to different industries are conducted. Empirical evidence shows that companies are still adopting mainly an external perspective, by focusing on performance measurement efforts on suppliers. Widely adopted indicators mainly measure cost, time and quality. However, the purchasing department has acquired an important role within the organisation and new performance indicators have been created; flexibility, innovation and sustainability are becoming increasingly important.     

Can Sustainable Development and the Market Co-exist?

This article looks at Shell vision of sustainable development which is based on three essential and inseparable building blocks — the creation and maintenance of economic wealth, environmental improvement and social equity. All three must be integrated and balanced for long-term success, and all three underpin the Shell approach to global markets.The process of moving towards a sustainable future is under way, but the rate of progress depends on customer choice, innovation and investment — in other words, on market forces. If governments set targets and provide a good framework, companies like Shell will take the chances and offer solutions that support sustainable development. Then the markets will decide.Shell companies see support for sustainable development as a key element in continuing business success. This article discusses some of the ways Shell works with a wide range of partners to seek ways of achieving the best balance between economic, environmental and social considerations and between short term and long-term benefits. On this basis, the market supports the aims of sustainable development and Shell companies intend to play their part by providing, responsibly, efficiently and profitably, the energy the world's growing populations will need and want in the 21^st century.     

Managing Cross-Functional Cooperation for New Product Development Success

This article focuses on conditions that make cross-functional cooperation in new product development projects more or less productive. We investigate 40 NPD projects in the consumer electronics and pharmaceuticals industries in which R&D and marketing played key roles. We find that the contributions of cross-functional cooperation to NPD success are contingent on the type of market and technology opportunities being pursued. More specifically, our results suggest that when a project team pursues an opportunity characterized by high levels of technological and market risks, investments in high levels of cross-functional cooperation are warranted to increase NPD success. We do not find evidence that cross-functional cooperation moderates the relationship between the openness of an NPD project towards external information and knowledge and its performance. This suggests that less integrated project teams could achieve similar results as more integrated teams in terms of processing large quantities of information and knowledge without incurring the costs that may stem from high levels of cross-functional cooperation.     

Product Orientation of Environmental Work

Product orientation of the environmental work of companies works for a reduction in the environmental impact of products in their total life cycle. In practise, to integrate the Life Cycle Analysis (LCA) principle into the environmental work.A traditional environmental management system focuses on production. Product orientated environmental work involves all functions at the company. Tools and methods for the implementation of product orientation and management have been developed in a project financed by the Danish EPA.The results show that the approach towards product orientation should include: a LCA view, dialogue and co-operation, policies and methods, and integration in the environmental management system.For C.C. Jensen A/S (CCJ), the product orientation was initiated by establishment of a LCA view. The results have been integrated into CCJ's registration system, used for calculation of prices and for green accounts. The product orientation at CCJ has also resulted in an extended dialogue with their customers.     

Using Sustainable Production Indicators to Measure Progress in ISO 14001, EHS System and EPA Achievement Track

This case study presents results from testing a new tool — indicators of sustainable production (ISPs) — at Acushnet Rubber of New Bedford, Massachusetts. The authors demonstrate how the tool can be used to measure continual improvement and how it fits within the current system for reporting compliance to regulations; and performance under ISO 14001 (environmental management system standard), the environmental, health and safety (EHS) system, and EPA Achievement Track.Developed at the Lowell Center for Sustainable Production (LCSP), this tool includes both core (common for all companies) and supplemental (production-specific) indicators, and aims to raise awareness, support decision-making, and promote continuous improvement toward sustainability. Indicators such as energy use, water use, global warming potential, lost work time case rate, turnover rate, community spending and charitable contributions, among others, were tested at both facility and corporate levels. Results showed the company's progress in EHS as well as the areas that need improvement. The paper concludes with a summary of key lessons learned and recommendations for further use of the tool.     

Dramatically reducing cycle times through flash development

The reduction of cycle time has emerged as a fundamental element of new product development strategy. Many companies look solely at speed enhancement and increase the human, capital and technical resources allocated to development projects. However, additional resources do not guarantee significant reductions in cycle time. As well as speed enhancement activities, there exist two other sets of activities that are key to shortening the development cycle: those that act to prevent delays (friction) in the development process and those that define the scope of the final outcome (direction). This paper describes flash development as an alternative approach to reducing product development cycle times. Flash development works by creating a process that focuses on speed, friction and direction. The process is illustrated through an analysis of the Galileo Project at Nortel Networks.     

MASCOT: An agent-based architecture for dynamic supply chain creation and coordination in the internet economy

The emerging global internet economy will increasingly put a premium on the ability of companies to quickly and accurately evaluate new market opportunities, new product/ subcomponent designs, and other strategic business decisions (e.g. make-or-buy) in coordination with potential supply chain partners. It also requires that companies be able to effectively and efficiently coordinate activities, e.g. production and transportation across supply chains that are dynamically set up in response to constantly changing and increasingly customized market requirements. This paper provides an overview of MASCOT ('multi-agent supply chain cordination tool'), a reconfigurable, multi-level, agent-based planning and scheduling architecture aimed at supporting these functionalities. It reviews key innovative elements of the MASCOT architecture with a special emphasis on its support of realtime mixed-initiative 'what-if' functionalities, enabling endusers at different levels within the architecture to rapidly     

Risk of Antibiotic-Resistant Staphylococcus aureus Dispersion from Hog Farms: A Critical Review

The World Health Organization has declared antibiotic resistance “one of the biggest threats to global health.” Mounting evidence suggests that antibiotic use in industrial-scale hog farming is contributing to the spread of antibiotic-resistant Staphylococcus aureus. To capture available evidence on these risks, we searched peer-reviewed studies published before June 2017 and conducted a meta-analysis of these studies’ estimates of the prevalence of swine-associated, antibiotic-resistant S. aureus in animals, humans, and the environment. The 166 relevant studies revealed consistent evidence of livestock-associated methicillin-resistant S. aureus (MRSA) in hog herds (55.3%) raised with antibiotics. MRSA prevalence was also substantial in slaughterhouse pigs (30.4%), industrial hog operation workers (24.4%), and veterinarians (16.8%). The prevalence of swine-associated, multidrug-resistant S. aureus (MDRSA)—with resistance to three or more antibiotics—is not as well documented. Nonetheless, sufficient studies were available to estimate MDRSA pooled prevalence in conventional hog operation workers (15.0%), workers’ household members (13.0%), and community members (5.37%). Evidence also suggests that antibiotic-resistant S. aureus can be present in air, soil, water, and household surface samples gathered in or near high-intensity hog operations. An important caveat is that prevalence estimates for humans reflect colonization, not active infection, and the health risks of colonization remain poorly understood. In addition, these pooled results may not represent risks in specific locations, due to wide geographic variation. Nonetheless, these results underscore the need for additional preventive action to stem the spread of antibiotic-resistant pathogens from livestock operations and a streamlined reporting system to track this risk.     

Risks in offshore IT outsourcing: A service provider perspective

Offshore outsourcing of Information Technology (IT) services is the prevalent practice in global businesses today. Despite the strategic advantages and cost benefits that offshore outsourcing offers, outsourcing relationships also involve risks, for both the client, as well as the service provider – a fact that is evidenced by the reported failures of such engagements. Some of the prior researches in this area have focused on identifying various types of client risks and their sources. However, the study of risks from a service provider’s perspective has not received due treatment in literature. This study analyses offshore IT outsourcing risks from the perspective of service providers. A case based approach using the principles of grounded theory was used for studying the risks. Theoretical sampling was used to collect data from 5 mid-tier offshore third party service providers based in Bangalore, India. From our coding and analysis three broad categories of service provider risks emerged, namely, macroeconomic, relationship specific and project specific. Relationship maturity, nature of contract, nature of service or project and nature of client were identified as contextual factors which influence the degree of risk.     

A study of flexibility and renewal in Danish companies

A research project has been initiated in Denmark by the Ministry of Business and Industry and the Danish Business Development Council which aims at giving a coherent picture of the situation for innovation by focusing on different levels of aggregation in the Danish system of innovation. An account of the main idea behind the project, its theoretical foundation and some results from the first part of the project are given in this article. The first part of the project is an investigation into the position and condition of flexibility and renewal in Danish companies. It is divided into two studies. The first study investigates the situation for flexibility and renewal in Danish companies and is based on a questionnaire. The second study follows up the results from the first study through a qualitative investigation in which the objective is to display some of the commonly seen and important factors that facilitate or inhibit the introduction of more flexible organizational forms in Danish companies.     

Can institutional investors fix the corporate governance problem? Some Danish evidence

It has been advocated within corporate governance that institutional investors may discipline management in listed firms and thereby alleviate the free rider problem associated with dispersed ownership. This article tests this hypothesis using a sample of Danish listed firms during 1998–2001 determining, whether ownership by institutional investors impacts performance, measured by Tobin’s q. Using three stage least squares, it is shown that aggregate ownership by institutional investors does not influence firm performance. However, when decomposing the results, it is found that joint ownership by the largest two Danish institutional investors, has a significant negative impact firm performance. Ownership by banks and to a lesser extent insurance companies significantly influences firm performance positively. The results somehow challenge the conventional wisdom, arguing that the black box view of institutional investors should be abandon. Therefore it is suggested that a more careful analysis should be devoted to each institutional investors own legal environment.

Evaluating the impact of lean practices on environmental performance: evidences from five manufacturing companies

Abstract

Previous evidence suggests that lean practices help organizations to enhance environmental performance. However, the impact of lean practices on the environment is still unclear. This study, therefore, aims to analyse the relationship between lean and environmental performance in two main stages: first, a review of the relevant literature was developed, followed by a multiple case study analysis conducted in five manufacturing companies. Onsite data were collected from the firms during a 5 years’ time span of research and developing semi-structured interviews. Findings indicate that the environmental performance of the companies analysed is generally enhanced in the long-term after the implementation of lean. Moreover, the results suggest that the environmental performance of the firms investigated is mainly improved by using JIT and TQM practices in a lean transformation context. The research findings provide further results remarking the possible negative impact of Kanban deliveries, 5S and TPM on various environmental performance indicators.     

Bricks without clay: On urban myths in occupational health psychology

Abstract

There is a lack of intricate research into the relationships between work performance and other variables. This study examined the causal relationship between work, non-work stressors, and work performance. Using longitudinal multi-group data from three groups—university staff, trainee nurses, and part-time employees (overall N=244)—structural equation modelling was employed to explore one-way and reverse competing models. The results produced a good fitting model with one-way causal paths from work-related and non-work stressors (time 1) to job performance (time 2). Nested model comparison analysis provided further evidence to support this best fitting model, emphasizing the strong influence that non-work factors have within the workplace. This study has important implications for theory, methodology and statistical analysis, and practice in the field of work-related stressors and performance.     

Work Design and Integration Glitches in Globally Distributed Technology Projects

In a technology project, project integration represents the pooling together of complete, interdependent task modules to form a physical product or software delivering a desired functionality. This study develops and tests a conceptual framework that examines the interrelationships between the elements of work design, project integration challenges, and project performance. We identify two distinct elements of work design in technology projects: (i) the type of project organization based on whether a technology project spans a firm boundary (Domestic‐Outsourcing) or a country boundary (Offshore‐Insourcing) or both boundaries (Offshore‐Outsourcing) or no boundaries (Domestic‐Insourcing), and (ii) the joint coordination practices among key stakeholders in a technology project—namely, Onsite Ratio and Joint‐Task Ownership. Next, we measure the effectiveness of project integration using integration glitches that capture the incompatibility among interdependent task modules during project integration. Based on analysis of data from 830 technology projects, the results highlight the differential effects of distributed project organizations on integration glitches. Specifically, we find that project organizations that span both firm and country boundaries (Offshore‐Outsourcing) experience significantly higher levels of integration glitches compared to domestic project organizations (Domestic‐Outsourcing and Domestic‐Insourcing). The results further indicate that the relationship between project organization type and integration glitches is moderated by the extent of joint coordination practices in a project. That is, managers can actively lower integration glitches by increasing the levels of onsite ratio and by promoting higher levels of joint‐task ownership, particularly in project organization types that span both firm and country boundaries (Offshore‐Outsourcing). Finally, the results demonstrate the practical significance of studying integration glitches by highlighting its significant negative effect on project performance.