Knowledge that Transforms

AbstractUsing data from a sample of nursing homes, this paper uses an operations centric approach to test the economic hypothesis asserting that quality in non‐profit healthcare entities will exceed quality in for‐profit counterparts [Arrow, K., 1963. Uncertainty and welfare economics of medical care. The American Economic Review, 5, 941–973]. For‐profit healthcare entities face an inherent conflict between providing profits to investors and health welfare to patients. Thus, non‐profit entities exist as a signal and evidence of higher quality services. To date, research examining differences in quality between for‐profit and non‐profit nursing homes has focused on a direct link between outcome quality and non‐profit status. These studies have produced inconclusive or mixed results. We argue that non‐profit or for‐profit status and outcome quality are linked via two intermediate factors, namely process quality and input quality. Consistent with many prior studies, we report no direct link between non‐profit status and outcome quality. However, we report that process quality is indeed higher at non‐profit nursing homes than for‐profit nursing homes, but that input quality is lower. We also examine the association between outcome quality with process and input quality. We report that different aspects of process quality are tied to better outcome quality, but report several notable exceptions. This research provides support for Arrow's hypothesis at the process level and gives insights into the link between process quality, input quality and outcome quality in the nursing home environment.

AbstractResearch on supplier satisfaction in buyer–supplier relationships has been primarily conceptual. One purpose of the research described in this paper is to empirically test the influences of supply chain power on supplier satisfaction. Exploration of the effects of power on factors of supplier satisfaction will provide the key to understanding the power‐satisfaction link in supply chain relationships. This paper shows how the buyer–seller relationship affects supplier satisfaction. In doing so, previous satisfaction and power literature is pulled together to demonstrate that the power‐satisfaction variable must be included in any examination of supply chain partnerships. The three primary objectives of this research are to establish how the different “bases of power” affect the satisfaction of selling firms, investigate how power driven relationships affect supplier satisfaction, and measure the effect of power influences on supplier satisfaction in the automobile industry. Each of these research objectives was achieved. This study establishes the first empirical evidence for the measurement of power‐driven supplier satisfaction. In each of the nine models studied, the power‐affected buyer–supplier relationship was found to have a significant positive effect on both performance and satisfaction. The paths between performance and satisfaction, however, were consistently found to be non‐significant.

AbstractMany not‐for‐profit organizations rely on volunteers to help accomplish their service objectives. Although volunteers work alongside or in some cases replace employees in the delivery of service, incorporating volunteer labor into the service delivery system of the not‐for‐profit poses unique challenges. Understanding these challenges represents an important foundation‐building step in understanding the implications for service design and service operations when using volunteers. This paper identifies and describes service design and operational factors relevant to volunteer satisfaction in not‐for‐profit organizations. Using data collected from 288 volunteers working in 43 not‐for‐profit agencies, the study explores the elements of service delivery that impact volunteer satisfaction, and further tests the relationship between volunteer satisfaction and loyalty to the not‐for‐profit organization. Findings include that satisfied volunteers are more likely to remain for longer periods of time with the same organization, are more likely to donate financially to the not‐for‐profit, and are more likely to recommend the volunteer experience to others. Each of these outcomes helps to ensure the continued sustainability of the not‐for‐profit organization.

AbstractThis study reports results from case studies of four Internet‐ordering and home‐delivery grocers and 2440 of their customers. Each grocer follows a different operations strategy as determined by choice of where to fulfill customer orders (from existing stores or from a dedicated DC) and by choice of delivery method (direct to the customer's home/office or indirect via customer pickup or third‐party logistics provider). The survey data from customers are used to assess the degree of integration between marketing and operations and the relationship with customer behavioral intentions. The results indicate that eBusiness‐, product‐, and service‐quality, all have a significant direct effect on customer behavioral intentions to purchase again. There is limited support for technology as a moderating factor. Finally, the relationships between the predictor variables and customer behavioral intentions differ across grocers. This supports the idea that grocers utilizing different operational strategies should focus attention on different facets of their business and provides insight as to where efforts should be directed.

AbstractThis paper focuses on the proverbial “last mile” of the retail supply chain – i.e., delivering products to the end‐customer – and highlights the need for recognizing product type differences in configuring order fulfillment processes in electronic business‐to‐customer (B2C) transactions. The following two questions serve as the motivation for the study: Do customer expectations of order fulfillment processes vary across product types? Should the product type matter in configuring order fulfillment processes? From the studies in the marketing literature, we infer that customer satisfaction assessments are based on customer expectations of order fulfillment processes, and that these expectations systematically vary across the three product types: convenience goods (e.g., groceries, home and office supplies), shopping goods (e.g., ready‐to‐wear men, women, and kids’ apparel), and specialty goods (e.g., desktop and notebook computers, and wedding dresses). In particular, we posit that ceteris paribus, customer satisfaction with order fulfillment will decrease moving along a continuum of product types, from convenience goods to specialty goods. The empirical analysis for this study is based on data collected on dimensions of customer satisfaction with order fulfillment from a sample of 256 firms engaged in electronic B2C transactions. Firms included in our study sample are such that their products can be classified into only one of three product types: convenience, shopping, or specialty goods. In essence, each firm in the study sample is a proxy for one of three product types. The results of the empirical analysis indicate that, on average, customers tend to have higher satisfaction levels with the order fulfillment process of convenience and shopping goods than with the order fulfillment process of specialty goods. We discuss the managerial implications of our results, contributions of the paper to the literature, limitations, and directions for future research.