Who knows what? Reconfiguring the governance and the capabilities of the supply chain between physical and digital processes in the fashion industry

Abstract

On the basis of an exploratory multiple-case qualitative longitudinal study in the fashion industry, this article describes how digital technologies enabled choices among different types of supply chain governance. In doing so, this study responds to calls for governance-oriented longitudinal explorations and suggests an alternative path of governance choices in which the digital technologies become the platform that allows a dynamic discourse between outsourcer and outsourcee. Our results show that, when firms decide to leverage their performances through the adoption of information technology, they need to define their knowledge transfer capacities in order to adopt the appropriate type of governance model. With this article, we contribute to the global value chain literature adding to the knowledge transfer dimension.     

Social media led co-creation of knowledge in developing societies: SME’s roles in the adoption,use and appropriation of smartphones in South Asia

Abstract

Social media supports the creative economy through its involvement in the adoption and appropriation of new innovation and accelerates economic growth. The current paper expands on this notion by identifying and analyzing the interaction between social media-based communities and small and medium enterprises (SMEs), as it examines how social media contributes to the knowledge co-creation and supports the adoption, use and appropriation of smartphones in South Asian countries, which are inhabited by approximately 1.6 billion people. The findings obtained through virtual ethnography (VE) provide insights into the dynamics and kinetics of knowledge co-creation and how that benefits large multinationals, small local businesses and consumers in developing societies. As such, we advance the knowledge management scholarship by presenting a holistic model of co-creation of knowledge involving multiple stakeholders.     

Data-driven operations management: organisational implications of the digital transformation in industrial practice

Abstract

The ongoing digital transformation on industry has so far mostly been studied from the perspective of cyber-physical systems solutions as drivers of change. In this paper, we turn the focus to the changes in data management resulting from the introduction of new digital technologies in industry. So far, data processing activities in operations management have usually been organised according to the existing business structures inside and in-between companies. With increasing importance of Big Data in the context of the digital transformation, the opposite will be the case: business structures will evolve based on the potential to develop value streams offered on the basis of new data processing solutions. Based on a review of the extant literature, we identify the general different fields of action for operations management related to data processing. In particular, we explore the impact of Big Data on industrial operations and its organisational implications.     

Redistributed Manufacturing and the Impact of Big Data: A Consumer Goods Perspective

Abstract

Digitalization and the growth of big data promise greater customization as well as change in how manufacturing is distributed. Yet, challenges arise in applying these new approaches in consumer goods industries that often emphasize mass production and extended supply chains. We build a conceptual framework to explore whether big data combined with new manufacturing technologies can facilitate redistributed manufacturing (RDM). Through analysis of 24 consumer goods industry cases using primary and secondary data, we investigated evolving manufacturing configurations, their underlying drivers, the role of big data applications, and their impact on the redistribution of manufacturing. We find some applications of RDM concepts, although in other cases existing manufacturing configurations are leveraged for high volume consumer goods products through big data analytics and market segmentation. The analysis indicates that the framework put forward in the paper has broader value in organizing thinking about emerging interrelationships between big data and manufacturing.     

面向顾客模糊性要求的服务交互价值共创研究

服务接触中顾客所提出的模糊性要求,为服务交互管理带来诸多挑战。动态刻画面向模糊性要求的服务交互价值共创过程为理解和应对模糊性要求提供了具体的视角。本研究通过构建服务交互价值共创模型,模拟面向模糊性要求情景的单人单次和单人多次服务交互的价值共创过程。结果表明,三个核心判断条件识别出价值共创的四种典型情形;多次交互情境下,员工自由应对时平均能力提升方向不定,员工间个体能力差异也较大,而企业对员工的干预能有效提升员工能力和服务质量。该研究首次动态阐释了非常规波动下顾企价值共创的具体过程,也明确了企业对员工应对模糊性要求干预的必要性和有效性。     

How can value co-creation be integrated into a customer experience evaluation?

With the arrival of the service economy, businesses across different sectors have to rely increasingly on service design, with its focus on the viewpoints of customers and their experiences. Existing frameworks for evaluating customer experience tend to neglect the connection between customer experience and value co-creation, which is critical for enhancing the performance of service design. The aim of this conceptual paper is, therefore, to develop a customer experience evaluation framework that is coherently integrated with the value co-creation construct. It is achieved by intersecting the most relevant insights from prior approaches to evaluating customer experiences with a theoretical interpretation of service value as value in the experience that is always co-created and uniquely determined by the customer's personal lived and imagined experiences. The proposed framework is original in its theorizing of the evaluation process as a transformation from a customer experience evaluation to a synchronized evaluation of value in the experience and value co-creation throughout and beyond the service process. The framework proposes to utilize it in both major service redesign and on-the-spot service improvements, which are extremely relevant to businesses operating in highly competitive environments. The proposed framework is designed to guide future empirical evaluations, accommodate new theoretical extensions, and inform practical applications to design service offerings as unique and preferred experiences for customers.     

A vision of re-distributed manufacturing for the UK’s consumer goods industry

Abstract

The linear production of consumer goods is characterised by mass manufacture, multinational enterprises and globally dispersed supply chains. Redistributed manufacture (RDM) is an emerging topic, which seeks to enable a transition of the current linear model of production and consumption, by taking advantage of new technologies. This paper aims to explore the challenges, opportunities and further research questions to set a vision of Redistributed manufacturing for the UK’s consumer goods industry. To set this vision, a literature survey was conducted followed by a qualitative enquiry where PESTLE¹ aspects of RDM were analysed. This analysis was interpreted through a roadmap. As a result of this roadmap, four RDM characteristics (i.e. customisation, use of digital technologies, local production and the development of new business models) were identified. These characteristics helped to set the future vision of RDM in the UK’s consumer goods sector.     

面向价值共创的服务衍生供需决策优化研究

针对制造企业服务衍生时，制造企业与客户间可能存在的"双重边际效应"问题，以制造企业服务衍生特征刻画为基础，构建了服务衍生供需价值创造模型，比较分析了分散和集中两种决策情形下的价值创造，发现集中决策下供需双方能够创造整体更高的价值，但制造企业存在陷入"服务悖论"的风险，由此，设计了有助于协调供需价值分配的收益共享契约。研究表明，收益共享契约能够缓解制造企业与客户间的"双重边际效应"，契约能够激发制造企业以更为积极主动的态度改进服务衍生方案，提升方案的性价比，并由此促进市场需求，实现供需双方的价值共创。     

用户-企业共享价值诉求与企业创新能力关系研究——以顾客授权为中介

企业吸纳用户参与创新过程,是构建并提升创新能力的重要途径。但作为外部创新源,用户参与创新虽然将价值创造与价值消费形成闭环,却以企业开放创新过程为条件,这加剧了创新过程的复杂性,也使用户参与提升企业创新能力的内在机理难以洞悉。基于价值共创理论、用户创新理论与创新能力理论,本文从企业方面探索如何吸纳用户参与创新过程进而提升创新能力的内在规律。基于202份国内企业样本,首先探索了用—企共享的价值诉求构念内涵与结构。在此基础上,以"动机构建→授权导引→能力发展"为脉络研究价值共创视角下企业创新能力提升机理。发现：（1）用户参与的社会性价值预期能够有效提升企业二元性创新能力;（2）用—企共享的独异价值预期（功能性价值）能够有效提升企业渐进性创新能力;（3）顾客授权在"用—企"共享的社会性价值诉求与渐进性创新能力之间起到局部中介的作用。     

The implementation of digital technologies for operations management: a case study for manufacturing apps

Abstract

Manufacturing applications address business to business (B2B) with highly customised applications developed for specific requirements, offering highly specialised solution-oriented and service-based software components, systems, and digital tools that aim at a fast and accurate decision-making support system. The purpose of this paper is to describe the implementation of digital technologies for operations management using manufacturing or engineering apps (eApps), for product design and manufacturing processes. In particular, starting from the specific needs of two companies from mature European industries as automotive and food, this work depicts how this kind of solutions can support companies and improve their operations. In particular, related benefits and challenges faced for the full implementation of the developed tools are highlighted. Moreover a business model to exploit the manufacturing apps is also proposed. The business model proposed for the exploitation of the eApps supports the commercialisation of all the revenue streams offered by this rapidly growing sector taking into account the specific needs of the concerned stakeholders through a diversified value proposition.     

Universal-deterministic and probabilistic hypotheses in operations management research: a discussion paper

Abstract

Based on Karl Popper’s approach to science, this conceptual article aims at promoting a discussion on important issues debated in the OM literature. Our focus is on the different types of hypotheses used in OM investigations and the implications of this for the formulation and testing of theory with an emphasis on case study research. Given that Popper’s methodology calls for an adequate testing of scientific propositions (universal-deterministic or probabilistic), we illustrate how case study research can be used to conduct a severe test of a scientific theory. It is also explained how case studies can be utilized to propose universal-deterministic hypotheses that should then be tested. Our investigation further discusses why it is important to clearly acknowledge the differences between the two types of hypotheses. Otherwise, inadequate research designs, deficient policy advice, and other similar problems, can arise. Topics for future research and discussion are also offered.     

Responding to discontinuities in product-based service supply chains in the COVID-19 pandemic: Towards transilience

PurposeIn this study, we identify and characterise how organisations have responded, in ways ranging from restoration to radical change, to discontinuities in their product-based service (PBS) supply chains during the COVID-19 pandemic.Design/methodology/approachFollowing a theoretical approach that integrates transilience and panarchy theory as a response strategy in PBS supply chains, our qualitative study involved collecting data through 19 semi-structured interviews at six manufacturing firms during the first 6 months of the COVID-19 pandemic (i.e., March to August 2020) and triangulating the findings with the secondary data and that from an industry workshop. Following an inductive approach, we performed thematic data analysis in Nvivo software package.FindingsThe findings suggest characterising discontinuities in PBS supply chains as unmanageable external supply-side, demand-side or interactional discontinuities or other manageable deliberate or forced organisational discontinuities. Following that characterisation, we developed a conceptual framework combing both resilience and transformation into new service opportunities.Research limitations/implicationsWe gained insights into the first-response abilities and ways of coping among manufacturing firms during the COVID-19 pandemic. Though our findings capture a contemporary, eye-of-the-storm perspective on future directions, a longitudinal study on the pandemic could further validate and extend the modes of response that complement mitigation with the ability to accelerate change or innovation of internal process or external service offerings.Originality/valueCombining current literature with lessons learned from the firms' immediate responses, this paper's overview and characterisation of discontinuities following the COVID-19 outbreak in PBS supply chains demonstrate how manufacturing firms can foster transilience. As such, it integrates product-based supply chain discontinuities into the domain of service-based supply chains.     

Strategizing in a digital world: Overcoming cognitive barriers,reconfiguring routines and introducing new organizational forms

As digital technologies such as cloud and edge computing, machine learning, advanced artificial intelligence (AI), and the internet of things (IoT) unfold, traditional industries such as telecoms, media, entertainment, and financial services are being reconfigured and new sectors are emerging. In this new competitive landscape we observe new organizational forms and new business models, including the emergence of platforms and multi-sided markets. This emergence has required a strategic response from incumbent firms, including both well-established firms and some first-generation digital enterprises. With these advances in digital technology, the very nature of strategy is changing. Fundamentally, the use of digital technologies may provide new opportunities for efficiency gains, customer intimacy, and innovation. However, without the right mindset for change, appropriate digital routines, and structural changes, digital transformation efforts will fail. We therefore present a framework for strategizing in this new digital competitive landscape that underscores the importance of the interplay between (1) the cognitive barriers faced by managers when trying to understand this new digital world and envision new digital business models, (2) a need to reconfigure and extend digital routines, and (3) new organizational forms that are better equipped to creating value and gaining competitive advantage. From this framework of essential pillars, we derive four journeys of digital transformation for companies that were formed in the pre-digital economy. We also describe the management roles required by top, middle, and frontline managers, depending on whether the digital migration is evolutionary or transformative and whether the firm is responding to or attempting to shape the ecosystem. Although digital transformation is technically all about technology, the more important issue is how companies make their way through this strange new digital world in which they find themselves. Ultimately digital transformation is as much about strategizing as it is about technology.     

How smart cities transform operations models: a new research agenda for operations management in the digital economy

Abstract

The notion of smart cities is growing in prominence in the digital economy. The integration of urban infrastructures with information and communication technologies enables the development of new operations models. Digitised infrastructures offer opportunities for public and private organisations to design and deliver more customer-centric products or services, particularly for those that require geographical proximity with consumers in the online to offline (O2O) context. A framework is developed and used to analyse three case examples. These cases illustrate the emergence of new operations models and, demonstrate how smart cities are redefining the characteristics of operations models around their scalability, analytical output and connectivity. We also explore the feasibility, vulnerability and acceptability of each new operation. This paper contributes to our understanding of how smart cities can potentially transform operational models, and sets out a research agenda for operations management in smart cities in the digital economy.     

Priority Rules for Multi‐Task Due‐Date Scheduling under Varying Processing Costs

We study the scheduling of multiple tasks under varying processing costs and derive a priority rule for optimal scheduling policies. Each task has a due date, and a non‐completion penalty cost is incurred if the task is not completely processed before its due date. We assume that the task arrival process is stochastic and the processing rate is capacitated. Our work is motivated by both traditional and emerging application domains, such as construction industry and freelance consulting industry. We establish the optimality of Shorter Slack time and Longer remaining Processing time (SSLP) principle that determines the priority among active tasks. Based on the derived structural properties, we also propose an effective cost‐balancing heuristic policy and demonstrate the efficacy of the proposed policy through extensive numerical experiments. We believe our results provide operators/managers valuable insights on how to devise effective service scheduling policies under varying costs.     

Complex technological capabilities in emerging economy firms: The role of organizational relationships

Formal organizational relationships are important sources for capability building in emerging economy firms eager to move up the value chain. We examine how access to valuable knowledge available to firms via organizational relationships creates learning opportunities necessary for the development of complex technological capabilities. Using a sample of 852 observations of emerging economy firms from the Indian software industry between 1992 and 2000, we find that developing strong domestic intra-organizational relationships, through affiliation with a moderately diversified business group or operating in a related industry, promote more complex technological capabilities. In the case of foreign inter-organizational relationships, we find that greater foreign client contact enhances the complexity of firm technological capabilities. However, accessing knowledge from domestic inter-organizational relationships appears to hinder the development of firm complex technological capabilities. An interesting result from our research was that having greater access to knowledge from foreign intra-organizational relationships, embedded within foreign subsidiaries, did not lead to the development of complex firm technological capabilities. The results of our study highlight that for emerging economy firms wanting to improve their complex technological capabilities, there may be diminishing benefits to learning from and acquiring knowledge available within specific types of formal organizational relationships.     

You don’t forget where you come from: linking formation and operations in publicly funded innovation networks

Abstract

Publicly funded innovation networks (PFINs) are an increasing form of organizing joint innovation activities. Yet, little is known about this form of organization which mixes characteristics of centralized and de-centralized innovation networks. This research investigates how processes of network formation affect its operation in PFINs as a hybrid form between centralized and de-centralized networks. Presenting rich data from a PFIN in the Scandinavian maritime industry, the findings show three patterns linking network formation and operation. The first pattern – well-aligned centralized and de-centralized approaches – in network formation resulted in well-functioning network operation. The second pattern – misalignment between centralized and de-centralized approaches in network formation resulted in stagnating innovation activities during network operation. The third pattern – a pre-dominant de-centralized approach during network formation resulted in unconnected sub-activities during network operation. This research contributes by showing the importance of utilizing both centralized and de-centralized approaches and aligning them to enable well-functioning network formation and operation.     

Open collaborative innovation and digital platforms

Abstract

This study uses contract theory to analyse the relationship between open collaborative innovation strategies and digital platforms. We argue that a collaborative mechanism and governance of the platform affect how operations are run and impact firm ambidexterity. We also explain how the twofold revealing strategy, both selective and free occurs via the platform and how governance positively impacts the coordination mechanism. A case study analysis on TIM OPEN draws a ground-breaking framework for future investigations. The analysis suggests that the combination of digital platform and collaborative innovation can facilitate the creative process and be a driver of operational synergies. Results confirm that the adoption of digital platforms for collaborative innovations reduces transaction costs.     

顾客价值共创模式下的零售商定价与服务策略研究

顾客参与价值共创模式逐渐成为商家吸引消费者的重要利器,在该模式下消费者需要投入一定的成本为产品或服务的最终形成创造一定的价值。本文构建了顾客参与产品价值共创背景下的理论分析模型,通过刻画顾客参与偏好、顾客参与复杂度、价值共创效应和麻烦效应等关键变量,研究了零售商的定价和服务策略。研究表明,当麻烦效应充分小且价值共创效应足够大时,零售商引入顾客参与价值共创战略能达到零售商和消费者双赢局面;大多数情况下提供上门安装服务是零售商的占优策略;零售商提供服务后能够借助服务定价更有效地区分消费者从而更有效地实施价格歧视,使得消费者受损;大多数情况下零售商服务成本的增加反而对消费者有利。     

The potential of design-driven foresight to support strategy articulation through experiential learning

The turn of the 21st century has seen the burst of research on how design can support strategy formation and execution; however, little attention has been placed on the emerging field of design-driven foresight, that is the combined adoption of design and foresight methods to generate more immersive, experiential, and engaging representations of the future and inform strategy-making. This paper further unpacks this domain by examining the mechanisms that connect design-driven foresight with strategy articulation through relying on experiential learning. By drawing on a three-year research and innovation project, we illustrate how the relevant stakeholders make use of design-driven foresight processes while co-creating some interactive technologies needed to support crowdsourced curatorial processes in cultural heritage. The empirical evidence suggests how design-driven foresight, through co-creation workshops, can support experiential learning in the form of three distinct processes: favouring knowledge translation mechanisms, creating a safe space for learning-by-doing, and facilitating a multi-stakeholder conversation anchored to material and tangible work embedded in design artefacts. In turn, experiential learning can support processes of strategy articulation that emerge while stakeholders tinker with multiple exploitation pathways and progress through alternating phases of convergent and divergent thinking. Finally, it is argued that the plasticity and openness of design artefacts adopted in the context of foresight support forms of learning that will eventually foster processes of strategy articulation.