The Use of Electronic Brokerage Systems in China: A Modified e‐Commerce Model

I applied the DeLone and McLean (2004) information systems success model to the use of electronic brokerage systems in China. Several modifications to the model are proposed, including the addition of specific measures of customer perceptions concerning both the perceived costs and benefits of using such systems. Structural equation modelling revealed that the DeLone and McLean (2004) model is not a good representation of those who use electronic brokerage systems for cross‐national transactions, but that the modified model is a good fit for all customers. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

Analysing the critical factors influencing trust in e-government adoption from citizens’ perspective: A systematic review and a conceptual framework

Although the success adoption of e-government contingent upon citizens' trust and their willingness to use it, little consideration has been paid to explore the adoption of e-government from citizens' trust perspective. This paper provides a critical and systematic review of the current literature on citizens’ trust in e-government, with a particular focus on the most critical factors influencing citizens’ trust in respect of the adoption of e-government. The extant literature was identified through six electronic databases, from 2000 to 2014. Academic articles were reviewed if they contained a relevant discussion of the antecedents or factors influencing citizens’ trust in e-government adoption. The findings of this review reveal that several studies have been conducted in the area of trust in e-government (particularly trust in government and trust in the internet) with limited consideration paid to citizen’s aspects of trust (such as personality, culture, gender, experience, education level, beliefs and value of systems). Based on the findings of the critical review, a conceptual framework is proposed by developing further the updated DeLone and McLean IS Success Model, which presents the antecedents of trust in e-government adoption.     

The State of Research on Information Systems Success

Measuring information systems (IS) success is of great interest to both researchers and practitioners. This article examines multidimensional approaches to measuring IS success and explores the current state of IS success research through a literature review and by classifying articles published between 2003 and 2007. Based on a total of 41 academic journal and conference publications, the relevant research carried out is identified, while the research results are categorized, consolidated, and discussed. The results show that the dominant empirical research analyzes the individual impact of a certain type of information system by ascertaining users’ evaluation of it by means of surveys and then applying structural equation modeling. The DeLone and McLean information systems success model is the main theoretical basis of the reviewed empirical studies. This article provides researchers with a comprehensive review and structuring of IS success research. Furthermore, opportunities for additional development are identified and future research directions suggested.     

The performance effect of network and managerial capabilities of entrepreneurial firms

Building on the organizational capabilities view, this study explores the impact of network and managerial capabilities on the performance of entrepreneurial firms in the architecture and real estate sector. We apply an extended organizational capabilities model by integrating Porter’s value chain model and Grant’s hierarchy of organizational capabilities. Starting from differences in entrepreneurial orientation between architecture and real estate development firms, we argue that under higher environmental uncertainty, network capabilities are more important for the performance of architecture firms whereas managerial capabilities are more important for the performance of real estate development firms. Employing data from Austria, Germany, and Switzerland, the research results support the hypotheses. This study integrates Porter’s value chain concept and the organizational capabilities model and delivers a contribution to the organizational capability theory. In addition, it contributes to the entrepreneurship literature by showing that network capabilities are more important for creating competitive advantage in entrepreneurial firms than in other firms.     

From conspicuous to considered fashion: A harm-chain approach to the responsibilities of luxury-fashion businesses

Abstract

Throughout the marketing literature, little attention has been paid to the responsibilities of luxury-fashion businesses. Harnessing Polonsky, Carlson, and Fry’s harm chain, the extended harm chain, and the theoretical lens of institutional theory, this conceptual paper explores a systematic way to examine the potential for value co-creation, the harmful outcomes linked to luxury-fashion marketing activities, and how those harms might be addressed. Our analysis identifies a number of harms occurring throughout the luxury-fashion supply chain. The paper concludes by urging luxury-fashion businesses to sustain their success through ‘deep’ corporate social responsibility (CSR), adding voice to the developing conversation that seeks to change the scope of the critique of marketing practice beyond the economic and competitive advantages that CSR delivers.     

基于企业关系的供应链柔性影响因素研究

尽管柔性管理已成为企业适应环境变化战略调整的一部分,但现有研究多集中于对单个企业的生产柔性分析,没有动态地考察企业间视角下不同外部条件的柔性影响因素差异性。在供应链的情景下,柔性的边界从企业内部外延到企业之间,对于柔性的要求不再局限于单个企业内部的生产能力,而且涉及到整个供应链的节点企业的互动。本文从企业间关系的视角阐述了近20年关于柔性从制造柔性到供应链柔性的研究脉络,探讨了供应链柔性的维度和测量,并结合企业间关系理论提出了供应链柔性影响因素,以期对理论研究和提升企业的柔性管理实践具有借鉴意义。     

How Environmental Management Competitive Pressure Affects a Focal Firm's Environmental Innovation Activities: A Green Supply Chain Perspective

Recently, environmental management offers firms a source of competitive advantage in the marketplace. The development of environmental innovations is critical to the success of today's firms. Drawing on the Schumpeterian perspective of competition, this research examines how the perception of rival firms' green success influences a firm to pursue and produce environmental innovation through its green supply chain integration activities. Using survey data from 230 firms, a conceptual model is developed and tested using structural equation modeling. We find that the firms in our sample do perceive pressure from their competitors' success in environmental management activities, and thus take supply chain action to pursue integration activities. By differentiating incremental and radical environmental innovation, this study also reveals the role of three dimensions of green supply chain integration (internal, supplier, and customer integration of green product development) on incremental and radical environmental innovation separately. Specifically, findings suggest that green supply chain integration has a positive impact on developing incremental environmental innovation, while only customer integration has a significant positive impact on developing radical environmental innovation.     

An integrated approach to managing extended supply chain networks

In an effort to improve their competitive position in a rapidly changing marketplace, many companies have replaced their traditional supply chains with extended supply chain networks built on a foundation of supply chain collaboration. These extended networks require the use of decision support tools and technologies to improve both operating efficiencies and customer service, but many companies have struggled to realize the expected benefits of these tools and the increased collaboration. This article recommends that companies adopt an integrated strategy of people, processes, and technology to achieve their competitive supply chain goals. Our recommendation is backed by the results of a survey we conducted of senior-level practitioners concerning the importance and challenges of supply chain collaboration. The article concludes with a set of managerial recommendations to improve a company’s collaborative efforts within its supply chain.     

Development of Value Stream Mapping from L’Oreal’s Artwork Process

ABSTRACT

This research develops value stream mapping (VSM) for L’Oreal’s artwork process, to eliminate waste, reduce lead-time, and identify stages that should be automated, which makes the process less prone to human error and more responsive to fulfilling B2B (B2B) customer requirements. Additionally, amendments frequently occur slowing down the artwork process. In this context, VSM is applied to L’Oreal’s artwork process to reduce lead-time, human error, and missed deadlines.

This practitioner note uses data from L’Oreal’s artwork tracker from 2018 to 2019, which is manually tracked by the launch team. The service level agreement and task time data has been collected from 12 employees representing the launch, factory, and marketing teams working on the artwork process. Qualitative feedback was also obtained from nine employees to validate the VSM for L’Oreal’s artwork process.

VSM identified stages that should be streamlined and automated in L’Oreal’s artwork process, which makes the process more efficient and responsive to the changing scope of the artworks. Fifty percent of the stages have been eliminated from the manual artwork process, resulting in a reduced lead-time of 10.5 days and a reduction of 28% time spent on the process. This allows the artwork process to be more agile to the requirements of B2B customers. Moreover, the proposed VSM shows a 73% increase in value added time for a renovation and a 75% increase in value added time for new product developments (NPD).

VSM has been used within many functions in a business, such as operations and supply chain management, however, its application within marketing has not been extensively explored. This practitioner note attempts to fill this gap by applying VSM to L’Oreal’s artwork process (AP). Moreover, this research extends the understanding of the concept and application of VSM within the context of lean in a marketing process. VSM has successfully identified the inefficiencies in the artwork process and highlighted the stages in the process that should be removed or automated thereby, making the process responsive and agile to meet the changing requirements of B2B customers.

VSM has been successfully applied to L’Oreal’s artwork process that resulted in a significant reduction in the total number of stages in the proposed process by eliminating non-value added activities. Efficiency gained through the application of VSM will lead to increased B2B customer satisfaction, reduced lead-time, and reduction in human errors and missed deadlines.

VSM has been specifically designed, developed, and analyzed for L’Oreal’s artwork process, in order to make the process more efficient and responsive to B2B customers' requirements.     

Ethical Screening and Financial Performance: The Case of Islamic Equity Funds

Poor working conditions remain a serious problem in supplier facilities in developing countries. While previous research has explored this from the developed buyers’ side, we examine this phenomenon from the perspective of developing countries’ suppliers and subcontractors. Utilizing qualitative data from a major knitwear exporting cluster in India and a stakeholder management lens, we develop a framework that shows how the assumptions of conventional, buyer-driven voluntary governance break down in the dilution of buyer power and in the web of factors rooted in suppliers’ traditions, beliefs, local demands and resource dependency. We reveal out how success in governing collaborative global supply chains often falls short within the subcontracting stage, where a stakeholder management mindset is elusive to most participants. We suggest that success in governing collaborative global supply chains is dependent on concepts of stakeholder utility and the presence of shared value that is often at odds with the realities of power, information asymmetry and compliance/reward systems inherent in the non-market coordination of global supply chains. Our findings offer important insights for delineating the concepts of value creation from CSR concepts and practices, and for modifying the basic assumptions of conventional supply chain governance.     

基于客户旅程地图的第四方物流企业引领战略勾勒

首先界定第四方物流、引领战略和客户旅程地图等概念的内涵,进而针对第四方物流模式、物流企业发展战略及相关的工具模型予以理论溯源;在此基础上分析了中国社会经济(全供应链)、物流行业及企业的总体发展概况,并对中国第四方物流的发展进行扫描;然后从供应链(纵向)发展与管理效能、物流行业(横向)发展与服务效能、物流企业(自身)发展与运营效能三个维度设计了第四方物流企业引领发展的评价指标体系;据此揭示了当前中国第四方物流企业发展现存的主要问题;最后基于客户旅程地图,从"一纵"(供应链发展引领战略)、"一横"(物流业发展引领战略)、"一点"(自身运营发展战略)3个层面构建了中国第四方物流企业"三位一体"引领发展战略,同时提出了加强信息管理、提供品牌服务、提升运营能力等对策措施。     

Lean, take two! Reflections from the second attempt at lean implementation

It’s not easy being lean. And for many companies, getting lean right the first time does not always happen. Lean is a management philosophy focused on identifying and eliminating waste throughout a product’s entire value stream, extending not only within the organization but also along the company’s supply chain network. Lean promises significant benefits in terms of waste reduction, and increased organizational and supply chain communication and integration. Implementing lean, however, and achieving the levels of organizational commitment, employee autonomy, and information transparency needed to ensure its success is a daunting task. This article describes in detail two lean implementation projects within the same company: a global manufacturer of food processing machines and equipment. The first project was a failure, while the second is viewed as a success. Examining these projects in detail, the major criteria and conditions that led to either lean failure or lean success are identified. Based on these conditions, we highlight a number of lessons learned, all of which may help other organizations ensure the success of their own lean implementation and improvement efforts.     

Deconstructing B2B,co-creation and service deployment in East Asia: evidence from Taiwan and PRC manufacturers

Academia and governments have been advocating service deployment as an upgrading strategy for manufacturers for some time now. Existing research findings show that customer co-creation may be a key to service strategy success. However, prior studies have focused on relatively resource-rich and advanced Western contexts. This research examined co-creation’s role on service deployment performance and the conditions that encourage co-creation in the manufacturing business-to-business context of Taiwan and the PRC. The results indicate that co-creation fully mediates the relationship between a firm’s service deployment and customer-perceived value. Additionally, a firm’s product-service significance, capability specificity, supply chain mode and customer-perceived environmental turbulence may significantly influence co-creation.     

Corporate Social Responsibility in Purchasing and Supply Chain

The purpose of this study is to understand the drivers of social responsibility in purchasing (PSR). This study replicated and extended the range of empirical application of the model developed by Carter and Jennings (Journal of Business Logistics 25(1), 145–186, 2004). Consequently, the present study contributes to the nomological validity of concept of PSR or Purchasing Social Responsibility. The method used is derived from the previous study by Carter and Jennings (Journal of Business Logistics 25(1), 145–186, 2004), and the present study extends the application of that method to an Asian environment. The data were obtained from 197 respondents in Thailand. This sample was largely composed of purchasing and supply chain managers. Respondents were asked to indicate how different dimensions of corporate social responsibility (CSR) affect PSR. The findings of the present study suggest that all the six hypothesized paths have been substantiated. Individual values and people-oriented organizational culture are the most powerful predictors of PSR. This article contributes towards filling the gap in understanding the determinants of PSR in managing supply chains, particularly in an Asian context.     

Bridging the Gap Between Strategy and Performance: Using Leadership Style to Enable Structural Elements

Successful leaders create structural elements in order to achieve the performance objectives set forth by organizational strategy. Supply chain oriented structural elements are reflected in an organization's relationships, both within the firm and with supply chain partners. In this research effort, we examine how such structural elements can be created as a means through which to enhance performance. Our hypothesized model is rooted in strategy‐structure‐performance theory and integrates elements of servant leadership theory and social exchange theory to explain how building organizational commitment via servant leadership behaviors can ultimately impact performance. We use a survey method to collect data from 158 motor carriers. The results of our structural equation model support our hypotheses and serve to extend the discussion of supply chain structural elements and the role of leadership style in achieving organizational performance.     

Exploring social media use in B2B supply chain operations

This research examines current applications and potential capabilities of a wide array of social media applications such as Facebook, Twitter, LinkedIn, and others within the context of B2B supply chain operations. Specifically, we use social media affordances (SMA) as a framework to explore how social media is used in B2B supply chain settings. We report findings based on a survey of 209 professionals in supply chain areas. These findings include the extent to which social media and different social media tools are used in B2B supply chain operations, the impact of company size on social media use, the areas in which social media is used, the perceptions of social media, and other relevant issues such as social media policy and security. Based on these findings, this study provides a discussion regarding the current and future use of social media in B2B supply chain operations.     

The relationship of strategic purchasing to supply chain management

This research tested four hypotheses on the relationship of strategic purchasing to supply chain management. The hypotheses were tested with a survey of purchasing executives and the results were analyzed using a regression analysis. All of the hypothesized relationships were supported. The results indicate that strategic purchasing is positively related to supplier responsiveness, changes in the supplier market, supplier communication and the firm’s performance. Managerial and research implications are discussed.     

Entrepreneurial resource acquisition via personal networks: an empirical study of German start-ups

This paper presents a resource-based theoretical model for an extended version of the network success hypothesis. It derives four main hypotheses for the relationships between resources obtained from personal networks of the founders and a new venture's success. The model takes into account a broad range of control variables. In the empirical study, based on a sample of 123 German entrepreneurs, we do not find much support for our hypotheses. We conclude that, quite in contrast to most existing theories, network links have close to no impact on getting cheap or exclusive resources.     

Four supply chain management systems: From supply chain strategies to human resource management

This article develops a conceptual model that supports and aligns supply chain strategies with organizational culture and leadership styles. We examine various supply chain theories and organizational behavior concepts to develop an integrated supply chain: the human factor model. Based on the underlying dimensions of environmental uncertainty and product complexity, we propose a 2x2 typology to identify four different supply chain systems that can be used by organization leaders to identify suitable supply chain strategies and compatible people management practices. We provide a useful and practical framework to analyze the alignment between the external environment and the internal organization of a supply chain system.