Management and Marketing - Research Publications
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ItemNo Preview AvailableExamining trade-offs in the airline industry(Inderscience Publishers, 2021)
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ItemA cross-disciplinary review of product recall research: A stakeholder-stage framework(Elsevier, 2022)Research on product recalls has recently witnessed a sharp increase; however, this stream of research is dispersed within and outside the discipline of management. In the current article, we review this research stream by adopting a stakeholder-stage framework that draws on stakeholder theory and crisis management literature. Specifically, we summarize and integrate the product recall research along two dimensions: the stakeholders involved (e.g., managers, employees, shareholders, consumers, suppliers, competitors, media, and regulators) and the key issues at different stages of a recall (before-recall, during-recall, and after-recall). We find that current research has focused on managers, shareholders, and consumers, but has paid limited attention to other equally important stakeholders such as suppliers, employees, competitors, media, and regulators. Also, researchers have predominantly examined the issues associated with the after-recall stage to minimize the consequences of recalls, while the before- and during-recall stages that prevent recalls and make them more effective are relatively underexamined. To address these gaps and extend the current research, we develop a range of future research opportunities that can make nuanced theoretical contributions and generate implications for practice and policy. By emphasizing the need to adopt a stakeholder management approach and consider recalls as a process, rather than an event, this review paves the way for enriching future research on product recalls.
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ItemContextual factors: assessing their influence on flow or resource efficiency orientations in healthcare lean projects(SpringerLink, 2017-12-01)The outcomes of lean projects have been mixed, with some being successful while many others have not. An explanation for this is a paradox that can develop depending on the focus of the project. Ironically, in projects where the focus is on maximizing the efficiency of a resource (‘resource efficiency’), this focus might lead to worsening of the resource’s efficiency, thereby generating an ‘efficiency paradox’. This paradox does not usually arise in projects where the focus is on the subject of interest being processed through the system in the most efficient manner (‘flow efficiency’). The aim of this paper is to investigate the factors that give rise to either form of efficiency. We conducted a detailed study of eight lean projects in two large hospitals. In doing so, we advance the theory of lean service operations by identifying four key contextual factors that drive the orientation of a project to resource or flow efficiency. These are: service variety, interdependency, capital resource intensity, and service uniqueness. We propose a conceptual framework and four propositions that integrate the contextual factors to determine the dominant focus in lean projects. Through this, recommendations are made as to how the efficiency paradox can be avoided.
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ItemImpact of mass customization on cost and flexiblity performances: the role of social capital(SpringerLink, 2017-12-01)More than ever, companies have to cope with ever changing market conditions. Some companies have reacted to shortened product life cycles, constant changes in customer preferences and cost pressures by implementing mass customization practices. Mass customization has been hailed as a way to overcome the tradeoff between cost and flexibility performance. However, there is lack of consistent empirical evidence to demonstrate that this really is the case. We advance this debate by proposing that in order for mass customization to be more effective, a company needs to possess and utilize social capital (i.e., cognitive, relational and structured social capital) within their supply networks. This study uses primary survey data from 513 plants from nine countries collected by the Global Manufacturing Research Group (GMRG). We used structural equation modelling analysis to test our hypotheses. Results indicate that mass customization has the ability to improve a company’s cost and flexibility performance. Furthermore, results regarding the moderating role of social capital are mixed. Cognitive capital only moderates the impact of mass customization on cost performance while relational capital increases this impact on both cost and flexibility performance. Structural capital does not moderate the impact of mass customization on performance.
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ItemRivalry Within And Between Strategic Networks: An Investigation Of The Us Automotive Industry(Academy of Management, 2009)
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ItemThe 'Sandcone' Cumulative Capabilities Model: Testing Its Application in Some Asia-Pacific Countries(Organising Committee of ICOSCM 2010, 2010)
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ItemISO 9000 series of standards: comparison of manufacturing and service organisations(EMERALD GROUP PUBLISHING LTD, 2006)Purpose While manufacturing organisations were early adopters of ISO 9000, lately, many service sector organisations have also pursued adoption. The aim of this paper is to compare the experiences with the standard of the two sectors. Design/methodology/approach The research collected data from 149 service and 160 manufacturing organisations using a common survey measurement instrument. Findings Results show that there are no statistically significant differences between the two groups in terms of time and cost of obtaining registration. Also, there are only small points of differences in motivation for registration and difficulties faced. There are greater differences between the groups in terms of benefits gained and management practices associated with the standard. Originality/value These results provide interesting insights into how the two groups perceive and engage with the standard, how cross‐industry diffusion could be taking place, and the veracity of the claims made about the universal applicability of the standard. These findings imply that service organisations can learn from the experiences of the manufacturing sector, but copying carte blanche the implementation strategies is fraught with risks. Further, the standard is not universally applicable and may need industry‐specific tailoring.
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ItemA proposed integrated framework for analysing supply chains(Emerald, 2006-07-17)Purpose - Organisations need to have a profound level of understanding of their supply chains if they are to successfully find sources of competitive advantage within them. Current methodologies for analysing supply chains, such as the Supply Chain Operations Reference (SCOR) model, are not sufficiently comprehensive, particularly when it comes to understanding the complex social and political factors that are an integral part of any supply chain. This paper aims to use a case study of a supply chain from the public utility industry sector in Australia to develop an integrated framework for analysing supply chains within a multi-disciplinary and multi-method research paradigm. Design/methodology/approach - The case study supply chain was mapped with the SCOR modelling tool which provided insights into the physical characteristics and value points along the supply chain. Findings - Analysis of the SCOR model map also helped identify 31 key "actors" in the chain, who were then interviewed in depth. These interviews provided insights into the social and political factors which determined the supply chain performance. Originality/value - The outcome of this study is a framework that provides two primary benefits. First, it shows the relationships between relevant variables from different disciplines (i.e. corporate governance, infrastructure, operations knowledge, social climate and innovation), and how they impact on performance. Second, the framework provides a way forward in synthesising multi-disciplinary and multi-method research into a coherent whole.