Just-in-time purchasing: an empirical study of operational practices, supplier development and performance

This paper examines the role of supplier development in establishing and managing efficient buyer–supplier operational links. The paper develops and assesses a measurement instrument for “operational” and “supplier development” just-in-time purchasing practices, followed by an examination of the relationships between the two sets, and an investigation into whether the use of “operational” and “supplier development” practices has a bearing on higher plant performance. A plant-level survey was carried out on a sample of electronics and machinery plants. The study empirically:

• documents the close connection between the buyer–supplier operational link and the buyer’s practices for supplier development;

• demonstrates that recourse to supplier development programs and their nature depend on the kind of vendor–vendee operational connection;

• test whether different plant performance outcomes result from the implementing of different “operational” and “supplier development” practices. It demonstrates that better-performing plants exhibit more advanced design and logistic links with sources, more formalised vendor-rating and ranking procedures, greater use of organisational devices for supplier-organisational integration and place greater importance on supplier assistance and training.

Why communities of practice succeed and why they fail

A specific form of intra-organizational networks – a community of practice (COP) – is increasingly regarded as an important structure within organizations. This network structure is well suited for the development and sharing of knowledge and practices across divisions. Our research explores the most salient reasons for the success and failure of such networks. An investigation of 57 COPs from major European and US companies led to the discovery of 10 “commandments” that lead to the successful development and sharing of best practices. It also identified five main reasons for failure.     

The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels

Complexity science reframes leadership by focusing on the dynamic interactions between all individuals, explaining how those interactions can, under certain conditions, produce emergent outcomes. We develop a Leadership of Emergence using this approach, through an analysis of three empirical studies which document emergence in distinct contexts. Each of these studies identifies the same four “conditions” for emergence: the presence of a Dis-equilibrium state, Amplifying actions, Recombination/“Self-organization”, and Stabilizing feedback. From these studies we also show how these conditions can be generated through nine specific behaviors which leaders can enact, including: Disrupt existing patterns through embracing uncertainty and creating controversy, Encourage novelty by allowing experiments and supporting collective action, Provide sensemaking and sensegiving through the artful use of language and symbols, and Stabilize the system by Integrating local constraints. Finally, we suggest ways for advancing a meso-model of leadership, and show how our findings can improve complexity science applications in management.     

A Conceptual Model for Researching the Creation and Operation of Supply Networks1

This paper presents a conceptual model for the creation and operation of supply networks. Existing conceptual research relating to interorganizational relationships and networks is reviewed in terms of its relevance to understanding supply networks; this research is drawn from the fields of strategic management, channel management, industrial marketing and purchasing, organizational behaviour and supply‐chain management. The different perspectives each field has on networks are highlighted. Contributions made by each in assisting to understand supply networks are discussed and synthesized. Findings from an exploratory survey are used to structure the design of a conceptual model for analysing the processes involved in the creation and operation of supply networks. The authors identify nine different types of networking activities and discuss the nature of these activities in the context of supply. Four different types of contextual factors relating to supply networks are identified. The model is tested in eight in‐depth case studies and a validating survey of 58 focal firm networks. It is concluded that it provides a robust structure that enabled complex, cross‐case analysis of multi‐variable, multi‐disciplinary data from interorganization product/service supply networks, but that further testing by other researchers is required.     

Is there early take-off phenomenon in diffusion of IP-based telecommunications services?

Traditionally, the diffusion of telecommunications services has been considerably affected by the presence of critical mass and network externalities, and thus has shown the so-called “late take-off” phenomenon. However, as telecommunications networks evolve from circuit switching to packet switching, especially IP networks, and thus enabling diverse new services, it seems these traditional telecommunications diffusion patterns are changing. By comparing the diffusion of IP-based services with those of circuit-based services and durable goods, we have found the late take-off phenomenon is not involved in the diffusion of newly introduced IP-based services. Moreover, we concluded that the diffusion of IP-based services is much faster than that of durable goods, thus showing an “early take-off” phenomenon. Based on this empirical result, we suggest that telcos (telecommunications companies) and (ISPs) Internet service providers should pay as much attention to the growth stage as the introduction stage in their development, in order for their IP-based services to be successful in the market.     

Technology management: Fundamental issues for engineering education?

Although technology management has been a subject of concern in recent years, its importance to the technical community is not well established. The fundamental implications of technology management for the engineering profession is explored. A definition of technology is sought that best communicates the full implications of the term. In particular, the importance of knowing “how to apply” in contrast to understanding the “scientific fundamentals” is developed as a basis for defining technology.It is concluded that the current attention being given to technology management has significant fundamental implications for engineering and business education. Technology management is shown to focus attention on the importance of decision making processes for engineers and managers. It is concluded that including decision making as a fundamental engineering process may provide a new basis for structuring the “non-science” part of engineering curricula and provide a link between engineering and business curricula. Coupling this with a recognition of the differing characteristics of what is defined as Science Knowledge and Application Knowledge may provide a new paradigm for better preparing engineering students for entering professional practice and also provide a new basis for planning professional development and life long learning.     

Reconsidering the exploration of power distance: an active case study approach

In this paper, we present what we call an “active case study” and we theorize specifically on the relevance hereof for an exploration of power distance (as conceptualized by Hofstede (Culture's Consequences: International Differences in Work-Related Values, Sage, Beverley Hills, CA, 1980)). As Hofstede conceives it, the notion of “power distance” enables an understanding of the predominant ideas about inequality prevalent in a (national) culture, which in turn infuse work relationships. An active case study approach—as we elucidate in the paper—implies an acknowledgement on the part of those organizing the research of the manner in which their intervention might affect the way “respondents” experience their work relationships. We suggest that our proposed active case study approach offers novel possibilities for exploring power distance and should be added to the repertoire of approaches used to examine this in organizational life. We develop our argument in this regard by offering a detailed account of the application of this approach to a Taiwanese organization (the Kaohsiung Harbor Bureau in Taiwan).     

Mapping the changes in management science: A review of ‘soft’ OR/MS articles published in Omega (1973–2008)

The paper proposes a framework to map the development of management science (MS) and uses it to survey the MS literature published in Omega, the International Journal of Management Science. The management science discourse over the last 35 years is mapped in four paradigms: (1) optimisation/normative; (2) interpretative/learning; (3) critical; and (4) a post-modern management science approach. Using a set of keywords and authors’ names associated with the main features of each MS discourse, articles published between 1973 and 2008 are grouped. Results seem to suggest that Omega, a US-based journal, has been mainly developing publications under the optimisation paradigm; only very few papers adhering to the interpretative/learning and critical paradigms have been given space in Omega. The handful of papers from the interpretative paradigm are seen as attempts of UK-based academics to open some space for ‘soft’ operational research (OR) or ‘problem structuring methods’ in a positivistic outlook that seems to pervade US management science practice. Results of the survey and features of MS literature published in Omega are discussed. The paper aims to raise awareness amongst management scientist, systems and operational researchers of the differences between the MS/OR practice in both countries.     

The role of culture in technology management research: National Character and Cultural Distance frameworks

Management research exploring the role of national culture on topics such as management style, strategy, and firm performance can broadly be divided into two categories. Studies that attempt to compare and contrast the impact of culture on organizations in different cultures have been labeled as “National Character” studies. These studies attempt to determine how specific cultural attributes affect actions, strategies and performance. The second type of culture study focuses on the interactions between two firms embedded in different national cultures. These studies look at the impact of “Cultural Distance” on the ability of organizations to successfully interact. It is this latter area which is becoming increasingly important to technology management in the “Flat World” of the 21st Century. Research propositions for technology management for each of the two frameworks are developed.     

Reframing Relevance as ‘Social Usefulness’: A Comment on Hodgkinson and Starkey's ‘Not Simply Returning to the Same Answer Over and Over Again’

This is a commentary on Hodgkinson and Starkey's (British Journal of Management, 22 (2011), pp. 355–369) proposal to reframe the relevance of business and management research by combining design science with critical realism. Their proposal is welcomed for its advocacy of a ‘social usefulness’ agenda and for commending the insights of the social sciences, rather than emulating a professional (e.g. medical school) model. However, the advocacy of critical realism is not consistent with the commended conception of design science; and it also risks devaluing the contribution of other progressive, emancipation‐oriented approaches to research. Despite substituting ‘social usefulness’ for ‘relevance’, Hodgkinson and Starkey's proposal does not challenge the established, comparatively narrow, research agenda. The counterproposal prioritizes a conception of relevance/social usefulness that broadens what is studied by business school researchers as well as changing how established topics are researched.     

Reconceptualizing and expanding the positive feedback network effects model: A case study

During the 1980s, economists developed the concept of positive network effects and switching costs as the key dynamics of de facto standards competition. They concluded that a positive feedback loop usually “tips” a market to the standard with the most users and complementary assets. While recent scholars have acknowledged that not all markets tip, and suggested some possible limitations on this phenomena, these limitations have not been integrated systematically into a model for competition in these industries. Using examples drawn from the standards contests of the past 20 years, this case study develops an integrated model for competition in these industries.     

The global “war for talent”

In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.     

Leadership development:: A review in context

Interest in leadership development is strong, especially among practitioners. Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation. The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development (conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work (practice context); and (3) summarizing previous research that has implications for leadership development (research context). The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations. Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning. Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations.     

A psychological contract perspective to the link between non-profit organizations' management practices and volunteer sustainability

This study applies the concept of the psychological contract to the relationship between management practices and volunteers. Formalization of the voluntary sector is impacting on volunteers' experiences and may breach the psychological contract from the volunteers' perspective. This mixed method study interviewed 67 volunteers and volunteer coordinators/administrators, and collected mail survey information from 152 volunteer organizations. The transactional management practices of keeping formal records and not paying volunteers out of pocket expenses are negatively associated with volunteer recruitment and retention. Alternatively, publicly recognizing volunteers through a volunteer newsletter supports volunteers' relational expectations and is positively linked to adequate volunteer numbers. Our findings have important implications for the human resource development practices of non-profit organizations in dealing with theirvolunteers: they suggest that the relational expectations of volunteers are animportant aspect of the psychological contract, which could be used by organizations as a framework for developing management practices that fit the volunteer ethos of trust and networks.     

Is the professional self-managing or is there really a need for professional management?

Is the professional self-managing or is there really a need for professional management? The answer to that question is in both cases: “Yes”. The professional is largely responsible for directing his own activities. Managers must take due account of this by applying rules and procedures on a modest scale and aiming to achieve maximum harmonisation of the objectives of the organisation and the personal objectives of the people working there. If they can do that then there can be said to be professional management.The difficulty in managing professionals is the difficulty in steering the force and the direction of the thinking of others who are — by nature - often differently-minded: professionals have generally followed a specialised, usually scientific education, enjoy a high social standing, like to “perform solo”, have a dislike of management both in the active and the passive sense and the output of their work is difficult for others to evaluate because there is generally no clear consensus on the definition of performance indicators.Managing professionals could be considered as managing brain capacity and that calls for more than just good sense. A manager of a group of professionals can even sometimes experience a great deal of professional pleasure in his work if he is capable of acting as a specialised generalist, pacemaker and coach for his or her team.     

Modeling Network Management: An Examination of Internal and External Strategies

Within the last decade scholars have begun to emphasize the importance of exploring management within an inter-organizational context (O’Toole and Laurence Public Administration Review 57(1):45-52, 1997; Agranoff and McGuire 1999; O’Toole and Meier Journal of Public Administration Research and Theory 9(4): 505-526, 1999). These studies have demonstrated the importance of network management on organizational performance. However, McGuire (2002) argues that the literature on networking does not demonstrate the intricate activities of network management that lead to increased performance, asserting case studies are necessary to achieve this goal. This work uses large-n data and presents the concepts of internal and external networking as a framework for understanding how network management contributes to improved organizational performance.     

Improved Approximation Algorithms for Maximum Graph Partitioning Problems

We consider the design of approximation algorithms for a number of maximum graph partitioning problems, among others MAX-k-CUT, MAX-k-DENSE-SUBGRAPH, and MAX-k-DIRECTED-UNCUT. We present a new version of the semidefnite relaxation scheme along with a better analysis, extending work of Halperin and Zwick (2002). This leads to an improvement over known approximation factors for such problems. The key to the improvement is the following new technique: It was already observed by Han et al. (2002) that a parameter-driven choice of the random hyperplane can lead to better approximation factors than obtained by Goemans and Williamson (1995). But it remained difficult to find a “good” set of parameters. In this paper, we analyze random hyperplanes depending on several new parameters. We prove that a sub-optimal choice of these parameters can be obtained by the solution of a linear program which leads to the desired improvement of the approximation factors. In this fashion a more systematic analysis of the semidefinite relaxation scheme is obtained.     

The stability of strategic alliances: Characteristics, factors and stages

This paper presents a theoretical framework for understanding the evolutionary dynamics of strategic alliances. Using an integrated process model, we analyze the conceptual characteristics and antecedents of the stability of strategic alliances. The primary purpose of this study is to (1) conceptualize and characterize alliance stability to fill the academic gap in the literature, and (2) identify a range of endogenous factors underlying alliance stability across four developmental stages — partner selection, structuring/negotiation, implementation and performance evaluation — so as to fill the managerial relevance gap. From the discussion, we develop a number of propositions to facilitate future empirical testing of our conceptual model. Finally, we indicate some key implications for theoretical research and managerial practice.