Knowledge that Transforms

AbstractVarious contracts can be designed to coordinate a simple supplier–retailer channel, yet the contracts proposed in prior research and tested in a laboratory setting do not perform as standard theory predicts. The supplier, endowed with all bargaining power, can neither fully coordinate the channel nor extract all of the channel profit. We report on a sequence of laboratory experiments designed to separate possible causes of channel inefficiency. The three causes we consider are inequality aversion, bounded rationality, and incomplete information. It turns out that all three affect human behavior. Inequality aversion has by far the most explanatory power regarding retailers’ behavior. Incomplete information about the retailer's degree of inequality aversion has the most explanatory power in regards to the suppliers’ behavior. Bounded rationality affects both players, but is of secondary importance.

AbstractJustice is important in improving performance of supply chain relationships. However, the role of justice in improving performance in supply chain relationships is an under‐investigated subject in the literature. In studying the joint impact of justice dimensions, the traditional assumption is that the three forms of justice interact with each other in a multiplicative manner. However, this assumption creates a managerial problem as discussed in this paper. We outline a different view of how the justice dimensions interact with one another utilizing the constraining factor model (CFM). We show that the CFM resolves some of the problems arising from the choice of multiplicative interaction of justice measures on performance. Specifically, we demonstrate that an increase in procedural, distributive or interactional justice results in a significant and positive improvement in performance only if the specific justice dimension is the constraining factor in the relationship. Overall, our analysis suggests that all three dimensions are important and a high level of one of the justice elements will not compensate for a low level of another, a view that is put forward by a number of past research studies in justice. We discuss the theoretical and managerial implications of our findings.

AbstractBehavior is driven not only by individual “(economically) rational” deliberation, but also by shortcuts (decision biases) and by social preferences (the achievement of status, reciprocal relationships, and group identity). An important aspect of these behavioral drivers is that they may operate (at least in part) through emotions. Emotions influence behavior in ways that are relevant to performance in processes; for example, anger prompts employees to refuse cooperation, fear inhibits workers’ willingness to take initiatives (for example, in continuous improvement), and shame motivates them to change behavior.This study provides experimental evidence that the social preferences systematically trigger emotions. This happens not “linearly” (more achievement of a social preference might be expected to cause more positive emotions), but rather in more complex patterns that regulate social relationships. Arbitrary (but earned) status signals trigger pride, while status achievement from being lucky does not. An externally (not by an own fault) caused status loss triggers anger and disgust. Not receiving cooperation by another person triggers anger, but more so if the cooperation failure violates a reciprocity expectation; the happiness form receiving cooperation by another person is attenuated by guilt and sadness is the subject itself has previously refused cooperation to the other person. Events happening to salient in‐group members trigger emotions as if they happened to subjects directly, including if the in‐group member behaves in an embarrassing way.These results are relevant for front‐line managers because they help predicting and interpreting emotional reactions of employees: awarding or withholding status, offering or demanding reciprocity, and the creation of in‐groups have emotional effects that depend on the context in predictable ways. Our results also contribute to theory by connecting literatures on emotions, decision making, and behavioral operations.

AbstractSeveral reputable industry sources have recognized that many organizations fail to realize the financial benefits sought with outsourcing. Further, prior research has found that outsourcing organizations struggle to estimate accurately the so called “hidden costs” associated with managing these inter‐organizational relationships. This is especially true of complex, globally distributed outsourced services. In this study, we use dyadic data on 102 outsourcing relationships to investigate how dimensions of task‐ and location‐specific complexity influence the degree of control and coordination costs incurred by the customer organization. Results from our hierarchical regression analysis demonstrate that the scale of the service and the geographic distance between the customer and provider locations are associated with higher levels of both control and coordination costs. Task breadth and geographic dispersion are significantly associated with increased control costs, but not coordination costs. Counter to our expectations, control costs decrease with the degree of service customization, whereas both control and coordination costs are negatively related to the average cultural distance between provider and customer organizations. These findings contribute unique empirical evidence to the outsourcing, offshoring, and international service operations literature.

AbstractIn contemporary business environments, the ability to manage operational knowledge is an important predictor of organizational competitiveness. Organizations invest large sums in various types of information technologies (ITs) to manage operational knowledge. Because of their superior storage, processing and communication capabilities, ITs offer technical platforms to build knowledge management (KM) capabilities. However, merely acquiring ITs are not sufficient, and organizations must structure information system (IS) designs to leverage ITs for building KM capabilities. We study how technical and strategic IS designs enhance operational absorptive capacity (OAC) – the KM capability of an operations management (OM) department. Specifically, we use a capabilities perspective of absorptive capacity to examine potential absorptive capacity (POAC) and realized absorptive capacity (ROAC) capabilities – the two OAC capabilities that create and utilize knowledge, respectively. Our theory proposes that integrated IS capability, – an aspect of technical IS design – is an antecedent of POAC and ROAC capabilities, and business‐IT alignment – an aspect of strategic IS design – moderates the relationship between integrated IS capability and ROAC capability. Combining data gleaned from a multi‐respondent survey with archival data from COMPUSTAT, we test our hypotheses using a dataset from 153 manufacturing organizations. By proposing that IS design enables an OM department's KM processes, i.e., the POAC and ROAC capabilities, our interdisciplinary theoretical framework opens the “black box” of OAC and contributes to improved understanding of IS and OM synergies. We offer a detailed discussion of our contributions to the literature at the IS‐OM interface and implications for practitioners.

AbstractThe field of behavioral operations has matured into an established area within the discipline of operations management. The field fills an essential void by laying the micro‐foundations for the broader discipline of operations management. As such, the field examines a variety of topics and is methodologically diverse.

AbstractAs manufacturing businesses operate in an ever more competitive, global economy where products are easily commoditized, innovating by adding services to the core product offering has become a popular strategy. Contrary to the economic benefits expected, recent findings pinpoint implementation hurdles that lead to a potential performance decline, the so‐called ‘servitization paradox’. In this paper, we analyze this paradox by disentangling the value creation and value appropriation processes of 44 national subsidiaries of a global manufacturing firm turned product‐service provider, in the 2001–2007 period. Our findings show that the firm under study is able to successfully transcend the inherent substitution of products by services and to enact complementary sales dynamics between the two activities. Moreover, labor‐intensive services such as maintenance, which imply higher levels of customer proximity, further enhance product sales. Empirical results also reveal a positive yet non‐linear relationship between the scale of service activities and profitability: while initial levels of servicing result in a steep increase in profitability, a period of relative decline is observed before the positive relationship between the scale of services and profitability re‐emerges. These findings suggest the presence of initial short‐term gains but also indicate the existence of a ‘profitability’ hurdle; profitable growth seems feasible only to the extent that investments in service capability are translated into economies of scale. In helping to clarify the performance implications of service innovation, our findings suggest pathways to sustainable growth through servitization for manufacturing firms.

AbstractThe paper argues that welfare economic principles must be incorporated in post‐disaster humanitarian logistic models to ensure delivery strategies that lead to the greatest good for the greatest number of people. The paper's analyses suggest the use of social costs—the summation of logistic and deprivation costs—as the preferred objective function for post‐disaster humanitarian logistic models. The paper defines deprivation cost as the economic valuation of the human suffering associated with a lack of access to a good or service. The use of deprivation costs is evaluated with a review of the philosophy and the economic literature to identify proper foundations for their estimation; a comparison of different proxy approaches to consider human suffering (e.g., minimization of penalties or weight factors, penalties for late deliveries, equity constraints, unmet demands) and their implications; and an analysis of the impacts of errors in estimation. In its final sections, the paper conducts numerical experiments to illustrate the comparative impacts of using the proxy approaches suggested in the literature, and concludes with a discussion of key findings.

AbstractInventories represent an important strategic resource for firms, with implications for shareholder wealth. As such, firms expend considerable effort in managing their inventories efficiently. Among other factors, information technology (IT) capability can play an important role in enabling inventory efficiency and financial performance. However, insight into the chain‐of‐effects linking IT capability, inventory efficiency, and stock market returns and risk remains limited. In this paper, we provide a conceptual model outlining the relationships between these constructs. Next, we evaluate the model using secondary information on firms from multiple industries across the 10‐year time period of 2000–2009. Our analysis confirms that firms’ IT capability plays a significant role in enhancing their inventory efficiency, which, in turn, is observed to increase stock market returns. Our results also reveal that firms’ IT capability directly reduces their stock market risk and enhances their stock market returns. Taken together, these findings, along with the conceptual model that we advance, have important research and managerial implications.

AbstractImproving hospital supply chain performance has become increasingly important as healthcare organizations strive to improve operational efficiency and to reduce cost. In this study, we propose a research model based on a relational view, delineating the factors that influence hospital supply chain performance: trust, knowledge exchange, IT integration between the hospital and its suppliers, and hospital–supplier integration. Testing results of the research model based on data from a sample of 117 supply chain executives from U.S. hospitals show positive direct effects: (1) from trust and from IT integration to knowledge exchange respectively; (2) from knowledge exchange and from IT integration to hospital–supplier integration respectively; and (3) from hospital–supplier integration to hospital supply chain performance. The results also show the following indirect effects: (1) the influences of knowledge exchange and IT integration on hospital supply chain performance are partially and fully mediated by hospital–supplier integration, respectively and (2) the influences of trust and IT integration on hospital–supplier integration are fully and partially mediated by knowledge exchange, respectively. In addition, the results show the following moderating effects: (1) hospital system membership moderates the relationships between IT integration and knowledge exchange and between trust and knowledge exchange; (2) hospital environmental uncertainty moderates the relationship between trust and knowledge exchange; and (3) trust moderates the relationship between knowledge exchange and hospital–supplier integration. Implications of the study findings and directions for future research are discussed.