Causal Linkages in Supply Chain Management: An Exploratory Study of North American Manufacturing Firms

In this paper we investigate the key causal linkages in supply chain management. We propose a conceptual framework and test this framework on data from 215 North American manufacturing firms using structural equation modeling techniques. Three major research issues are addressed in this study: Do sourcing decisions affect the degree to which firms achieve manufacturing goals of cost, flexibility, dependability, and quality? Does the degree of manufacturing goal achievement lead to higher customer responsiveness? Does the degree of manufacturing goal achievement lead to higher internal manufacturing performance? The study examines the relationship among sourcing decisions, manufacturing goals, customer responsiveness, and manufacturing performance. The results support the notion that an integrated supply chain involves aligning sourcing decisions to achieve manufacturing goals that are set to respond favorably to the needs of customers.     

An Examination of IT Planning in a Large,Diversified Public Organization*

The conduct of information technology (IT) planning processes has been of dominant managerial concern in public and private organizations. Yet, current IT planning research offers little guidance on the types of planning actions and behaviors that are appropriate to organizational contexts. We focus on the conduct of the IT planning process by describing an exploratory research project. The project empirically examined a number of issues associated with managing IT planning within a single large public enterprise, particularly identifying actions and behaviors related to producing quality IT plans. The results of the study yield some useful set of guidelines; most interesting is the importance of building IT infrastructure based on IT sophistication and innovativeness for large agencies to improve plan quality. Other recommendations include having a focused, balanced technology and business planning orientation that incorporates a strategic outlook, support of top management, attention to business planning, and early consensus among planning members.     

The role of cognitive load in effective strategic issue management

Firms have different ways of addressing issues emerging from outside their regular calendar-driven strategy processes. These practices tend to be unstructured, organization specific, and highly dependent on the characteristics of the strategic issues themselves. Building on three dimensions of cognitive load—intrinsic, germane, and extraneous cognitive load—we extend existing research on strategic issue management by showing how different team-level choices in strategic issue processing and organizational congestion interact in their effects on a firm's strategic issue management performance. Based on an in-depth analysis of all 92 strategic issue decisions in a large multinational firm during a three-year period, we find that organizational disturbances influence strategic issue initiation by top management, which in turn influences the quality of strategic issue management practices and subsequent performance outcomes. We conclude by providing recommendations for managers on how they can decrease the sensitivity of their companies' strategic issue systems to external disturbances.     

Analysis of justification problems in CIMS review and projection

Attempts to study justification problems related to advanced manufacturing systems such as CIMS are made. Such systems conceptually promise industries many significant advantages, but many justification procedures that are used in appraising such system proposals remain ill-suited because of their failure to incorporate multifaceted strategic and tactical issues. The aim in this paper is to review some of these procedures and finally propose a total systems approach. The objective is to make a prognosis of the issues to prepare a projective base for organizational decision support. Two case studies from Indian industries where CIMS have been tried out are also described.     

Organizational implications of CAM

The new competitive conditions of the 1980's have thrown American and European manufacturing into a turmoil. Computerized process technology can help ease the problems through increasing productivity, quality and flexibility. However, its benefits will not be realized unless manufacturing managers attend to the technology's strategic and organizational implications. Issues in specifying the connections between computerized processes and strategic objectives are discussed. A conceptual framework is proposed which identifies some of these connections. Determining the appropriate work organization and compatible systems and procedures are also discussed. Recommendations are made for dealing with these issues.     

Introducing strategic quality management

This paper introduces strategic total quality management (STQM) as an extension of total quality management (TQM). STQM is defined as a quality management philosophy that views quality from the overall performance of a firm. It defines quality as being driven by customer and environmental needs and looks to identify critical factors that will determine the survivability and competitiveness of a firm in the near future. A contrast between total quality assurance, total quality management and strategic total quality management is presented using ten principles of quality. The dimensions of STQM are also identified and defined and STQM transformation frameworks are presented to show the process of implementing STQM. The strategic cycle presented here is linked to the popular PDCA or Deming cycle. Furthermore, top management strategies and reasoning for this new focus and strategic targets are identified, grouped and discussed.     

零度创新法则

它在自由状态下产生,既能独立的自主创造,又可以自由地借各种外部精华为我所用,学习模仿借力。这种创新行为,既可能产生于领导者,更可能由企业基层员工参与和推动。     

Tactical coordination in a multi-location and multi-stage operations structure: A model and a pharmaceutical company case

In this paper, we look at the internal supply chain of an internationally operating firm characterized by a multi-location and multi-stage operations structure. We address problems at three levels, namely the strategic, tactical, and operational levels. Our approach goes beyond the operational literature, and focuses primarily on the tactical level. We specify a model and a case that capture strategic and tactical issues and relate the tactical issues to organizational issues. We simulate coordination in different organizational forms pertaining to the ‘tactical control’ of the firm. Our analysis suggests that a functionally organized multi-location and multi-stage operations structure using traditional planning will not work. The choice is between a strongly IT-based, centralized organization or a more decentralized organization using transfer prices as the coordination device.     

What is strategic leadership? Developing a framework for future research

We attempt to bring clarity to the concept of strategic leadership and guide its development by reviewing and synthesizing the existing management literature on how top managers and board directors influence organizations. We propose a new definition of strategic leadership and offer a framework organized around the essential questions of what strategic leadership is, what strategic leaders do, why they do it, and how they do it. To answer these questions, we organize our review around the eight functions strategic leaders serve, the key attributes of strategic leaders, the theories scholars have used to relate these functions and attributes to outcomes, contextual factors, and the organizational outcomes that strategic leaders affect. We identify how strategic leadership research is concentrated in five streams that rarely interact with each other, and offer suggestions for connecting these streams. Our review provides a big picture of what is known about individuals at the top levels of organizations and highlights the key areas where future investigation is essential.     

Critical success factors of green supply chain management for achieving sustainability in Indian automobile industry

The aim of this study was to identify and analyse the key success factors behind successful achievement of environment sustainability in Indian automobile industry supply chains. Here, critical success factors (CSFs) and performance measures of green supply chain management (GSCM) have been identified through extensive literature review and discussions with experts from Indian automobile industry. Based on the literature review, a questionnaire was designed and 123 final responses were considered. Six CSFs to implement GSCM for achieving sustainability and four expected performance measures of GSCM practices implementation were extracted using factor analysis. interpretive ranking process (IRP) modelling approach is employed to examine the contextual relationships among CSFs and to rank them with respect to performance measures. The developed IRP model shows that the CSF ‘Competitiveness’ is the most important CSF for achieving sustainability in Indian automobile industry through GSCM practices. This study is one of the few that have considered the environmental sustainability practices in the automobile industry in India and their implications on sectoral economy. The results of this study may help the mangers/SC practitioners/Governments/Customers in making strategic and tactical decisions regarding successful implementation of GSCM practices in Indian automobile industry with a sustainability focus. The developed framework provides a comprehensive perspective for assessing the synergistic impact of CSFs on GSCM performances and can act as ready reckoner for the practitioners. As there is very limited work presented in literature using IRP, this piece of work would provide a better understanding of this relatively new ranking methodology.     

Outsourcing: decision-making methods and criteria during design and engineering

Research to date for decision-making on outsourcing has almost exclusively focussed on strategic and operational levels. Consequently, we know relatively little about decision-making on outsourcing during design and engineering, i.e. the tactical level; that also means that the characteristics of design and engineering – incomplete and inaccurate information and progressive availability of data – are not incorporated in existing frameworks and methods at that level. To fill this gap, a first-of-its-kind framework, based on an extensive appraisal of the literature, is validated; to that purpose, a Delphi survey was undertaken gauging the opinions of two homogeneous groups of academic and industry experts. The analysis of the survey affirms the assumptions made about the role of the progressive availability of data during decision-making on outsourcing. The results from this study should not only inform further research into decision-making during design and engineering but potentially the framework might also have validity for purchasing at the tactical level and strategic decision-making on outsourcing.     

Importance of issues related to RFID-enabled healthcare transformation projects: results from a Delphi study

Despite the high operational and strategic potential of Radio frequency identification (RFID) technology in terms of increased healthcare efficiency and effectiveness, and better decision-making, its adoption and use within health care remain fairly low, mainly because of the challenging nature of RFID projects. Further, scholarly research has yet to identify key issues related to RFID projects. The present study intends to fill this knowledge gap in the literature by identifying and rating key issues related to RFID-enabled healthcare transformation projects through a panel of experts using four rounds of the Delphi study. Finally, implications for practice and research are discussed.     

Risk Ranking for Foodborne Microbial Hazards in New Zealand: Burden of Disease Estimates

Priority setting for food safety management at a national level requires risks to be ranked according to defined criteria. In this study, two approaches (disability‐adjusted life years (DALYs) and cost of illness (COI)) were used to generate estimates of the burden of disease for certain potentially foodborne diseases (campylobacteriosis, salmonellosis, listeriosis (invasive, perinatal, and nonperinatal), infection with Shiga toxin‐producing Escherichia coli (STEC), yersiniosis, and norovirus infection) and their sequelae in New Zealand. A modified Delphi approach was used to estimate the food‐attributable proportion for these diseases. The two approaches gave a similar ranking for the selected diseases, with campylobacteriosis and its sequelae accounting for the greatest proportion of the overall burden of disease by far.     

Augmenting the Deliberative Method for Ranking Risks

The Department of Homeland Security (DHS) characterized and prioritized the physical cross‐border threats and hazards to the nation stemming from terrorism, market‐driven illicit flows of people and goods (illegal immigration, narcotics, funds, counterfeits, and weaponry), and other nonmarket concerns (movement of diseases, pests, and invasive species). These threats and hazards pose a wide diversity of consequences with very different combinations of magnitudes and likelihoods, making it very challenging to prioritize them. This article presents the approach that was used at DHS to arrive at a consensus regarding the threats and hazards that stand out from the rest based on the overall risk they pose. Due to time constraints for the decision analysis, it was not feasible to apply multiattribute methodologies like multiattribute utility theory or the analytic hierarchy process. Using a holistic approach was considered, such as the deliberative method for ranking risks first published in this journal. However, an ordinal ranking alone does not indicate relative or absolute magnitude differences among the risks. Therefore, the use of the deliberative method for ranking risks is not sufficient for deciding whether there is a material difference between the top‐ranked and bottom‐ranked risks, let alone deciding what the stand‐out risks are. To address this limitation of ordinal rankings, the deliberative method for ranking risks was augmented by adding an additional step to transform the ordinal ranking into a ratio scale ranking. This additional step enabled the selection of stand‐out risks to help prioritize further analysis.     

Comparative strategic management: An emergent field in international management

In this article we present an important yet understudied field in international management—comparative strategic management across nations. Although the strategic management discipline traditionally uses the firm as a unit of analysis, and indeed firms within the same nation or industry are often heterogeneous, as argued by the resource-based view, we observe something more. We note a sustained and systematic pattern of strategic management issues at the national-level. We explicate that a unique bundle of national-level institutional, competitive and socio-cultural conditions function together with a repertoire of distinctive capabilities or weaknesses for most firms, incubating certain national-level patterns of corporate-, business-, and international-level strategies adopted by most firms within the nation. To further illustrate we use BRIC countries (Brazil, Russia, India and China) to showcase why and how we advance the study of comparative strategic management (CSM). In our quest to guide future research on CSM, we present a rudimentary yet overarching framework of comparative environments, comparative capabilities, and comparative strategies among firms operating in BRIC countries.     

制造型企业供应商关系管理研究

对于物料成本占总成本比例很高的制造型企业来说,如何改善并维护供应商关系尤其重要。从较为松散的战术关系到更为紧密的战略关系,买卖双方共享了供应商关系改善带来的双赢利益。本文分析了目前供应商关系的分类和管理方法,并对供应商关系的发展提出了一些看法     

On Academic Rankings,Unacceptable Methods,and the Social Obligations of Business Schools

Inspired by recent discussions of the systematic costs that external rankings impose on academic institutions, and the undeniable shifts in the landscape of institutional data, a concerted and pragmatic re‐evaluation of ranking efforts has begun. In this study, multiple administrators and researchers representing both public and private institutions across the United States weigh in on these issues. While reaffirming the social contract we hold with society, we argue that the fundamental methodological shortcomings of existing rankings, and ultimately any ordinal ranking system, limit the value of current rankings. These shortcomings emerge from the conceptualization and the architecture of comparisons, and are evident in survey designs, data collection methods, and data aggregation procedures. Our discussion continues by outlining the minimal requirements that a socially responsible, transparent, flexible, and highly representative rating (vs. ranking) approach should employ. Ultimately, we call on academic institutions and organizing bodies to take a collective stand against existing rankings and to embrace the strategic use of multidimensional alternatives that faithfully serve prospective students, parents, and other key stakeholders. We conclude with a number of suggestions and opportunities for practice‐oriented research in the decision sciences aimed to support this fundamental shift in evaluative framing.     

制造战略研究:现状、问题及趋势

制造战略从战略的角度审视企业的制造职能,认为企业的制造竞争力是企业赢得竞争优 势的有力武器. 对制造战略的概念、研究领域进行了总结,分析了制造战略研究和实践中存在 的问题,结合战略管理研究的趋势和企业竞争新的特点,提出了制造战略研究的趋势.     

Scenarios, past, present and future.

A key point in considering strategic planning is that it is not forecasting. The future is unpredictable and is not a product of the past. This low opinion of forecasting has gained in influence recently. But such an approach creates a dilemma for the strategic planner. He needs to take into account potential future forces--but he can only do this with inadequate means. Forecasting methods, however, can suggest trends and it is possible to reduce the number of possible futures to a manageable number. This is, in effect, creating scenarios. The concept of using alternative scenarios in planning was popularized some 20 years back. The proviso was made that they should not be interpreted as forecasts. The methods have proved highly flexible and include the consensus technique, the iteration-through-synopsis technique, and the cross-impact method. Various studies using one or more of these have been implemented, perhaps the best known being by Meadows and by Mesarovic. These have been based on the so-called 'hard' method, using computers. 'Soft' methods are based more on the mind and use psychology and sociology, the most familiar being the Delphi method. A somewhat more sophisticated version is Cross-Impact Analysis.     

Strategic Manufacturing Planning Systems and Their Linkage to Planning System Success

Academics and practitioners alike are focusing more attention on manufacturing strategy after having recognized the important role it plays in shaping the success of industrial firms. Even though research in this area has increased in the last decade, the focus of much of that work has been on the content rather than the process of the manufacturing strategy. Consequently, this study attempts to understand the important elements of the strategic manufacturing planning process and its effectiveness. Borrowing from the extant literature in the fields of strategic management and information systems, we propose a research model that relates strategic manufacturing planning system design to planning system success. Using structured questionnaires, empirical data is collected from over 200 manufacturing executives to test the model hypotheses. Planning process in manufacturing was found to be a bottom‐up approach from a corporate or business perspective, which differs from the top‐down planning process prevalent in strategic information systems planning process. Findings also indicate that greater planning system success in manufacturing is associated with a planning system that combines some “rational” elements (formality, comprehensiveness, control focus, longer horizon) with others that lend adaptability (wider participation and more intense interaction). But the strategic manufacturing planning system is more than just a collection of independent planning characteristics. Instead, it can be viewed as a gestalt planning system whereby planning characteristics move together in affecting overall planning system success.