A longitudinal study of supply organizational change

This research examines the high level of change in supply organizations of large North American companies using data collected from 51 large North American supply organizations in 1987, 1995 and 2003. Analysis is supplemented by an additional 55 companies for which data were collected in 1995 and 2003. The availability of longitudinal data from individual companies over a 16-year period provided a unique opportunity to trace changes made to each company's supply organizational structure and their roles and responsibilities. Findings suggest that the respondents made major changes in supply organizational structure, supply chain responsibilities, use of purchasing teams, supply involvement in major corporate activities (MCA) and CPO reporting line, title and background.     

Implementing organizational change in supply towards decentralization

This paper presents the findings from research in large companies investigating implementation issues faced by chief purchasing officers as their supply organization changed to greater decentralization. Once the decision was made to decentralize, responsibility for implementation was given to the chief purchasing officer (CPO). Firms changing their supply organization to a more decentralized structure faced a number of implementation issues, including the business unit concerns, role of the chief purchasing officer, top management involvement, changes to existing purchasing staff and the involvement of consultants. In the nine changes studied across seven companies, the decentralization process also required the CPO to address a number of simultaneous activities, including cost reduction objectives and implementation of information technology systems. A surprising “purchasing paradox” was also uncovered as top management still expected decentralized supply units to provide additional savings.     

Supply organizations in North America: A 24 year perspective on roles and responsibilities 1987–2011

The recent completion of a major survey of 249 large North American supply organizations in 2011 permits a longitudinal perspective on supply roles and responsibilities over a 24 year period. The latest survey complements three earlier CAPS studies in 1987, 1995 and 2003, thereby providing a valuable opportunity to examine trends and changes over time. Data was collected from 112 firms that responded in 2003 and 2011, which included 53 firms that responded in 1995, 2003 and 2011 and 24 firms that responded to all four surveys. Major areas of investigation included supply organizational structure, purchase category and supply chain responsibilities, supply involvement in major corporate activities, teams, and CPO reporting line, title and background. Findings indicate that the pace of organizational change remains high, which can represent significant challenges for supply executives. Cluster analysis was used to assess the relationship between supply organizational changes and firm performance. Firms in the “underperforming” category more frequently changed their supply organizational structure, and these changes were more likely directed towards greater centralization, compared to the “growing” and “profitable” clusters. Findings provide important implications for supply executives and opportunities for future research are also identified.     

高管团队视角下组织错误研究

随着人误研究的不断深入,研究对象也由个体转向组织,这为人误研究提供了新的方向,以往关于组织错误的研究主要局限于组织管理因素对人因事故的作用与影响方面,对于组织内部各因素对人因事故的影响力却缺乏研究,而组织高管团队作为组织核心,对组织错误具有决定性影响作用,在人因事故中扮演着重要角色。     

冬季油田压裂供水技术的研究及应用

石油是现代工业的“血液”,是国家生存和发展不可或缺的战略资源,对保障国家经济和社会发展以及国防安全有着不可估量的作用。油田钻井开发工程中的体积压裂技术在低渗透油田的开发中有着显著的增产效果,压裂供水是压裂作业的重要组成部分。我国西北地区冬季气候寒冷,为保障压裂作业在冬季正常开展,冬季的压裂供水研究和应用,对油田钻井开发具有重要的意义。     

Leading with metaphoric intelligence

This paper argues that metaphoric intelligence plays a major role in successful leadership. We are embarking on the understanding of metaphoric intelligence by reporting partial research surrounding successful metaphors that can potentially account for metaphoric intelligence. We analyzed recent ideas on the effective use of metaphors by leaders of countries, providing the reader with a useful, convenient base for investigation on the general role of metaphor in leadership, and the role of metaphoric intelligence as manifested in speeches for special purposes in particular. Only the first step in the direction of providing a comprehension of metaphoric intelligence for leadership, this paper opens a number of interesting avenues of future research. In particular, this study calls for more empirical research, especially research focusing on how metaphoric intelligence foster leadership's role in organization.     

STRATEGIC CONSEQUENCES OF EXECUTIVE SUCCESSION WITHIN DIVERSIFIED FIRMS

Systematic investigation of leaders and their influence on organizations has been a major area of research interest. In examining the upper echelon-organizational outcome linkage, researchers have come to focus on the issue of executive succession. This focus has been due in large part to an emerging theoretical perspective that managerial differences may explain much of the variance in organizational outcomes. The purpose of this study is to ascertain whether or not top management succession affects subsequent corporate strategy. This article extends previous research efforts by longitudinally examining the linkage between executive succession and the extent of corporate strategic change across a sample of Fortune 1000 diversified firms. The findings confirm that the nature of executive succession has substantial consequences for corporate strategy. Firms have a greater likelihood of experiencing significant changes in strategy when they choose successors from outside the organization; firms that select their key executives by promoting from within are more likely to experience significantly less change in their corporate strategy. The results of this longitudinal investigation of the strategic outcomes of succession have significant implications for those in a position to select successors to the executive ranks.     

On becoming a strategic partner: The role of human resources in gaining competitive advantage

Although managers cite human resources as a firm's most important asset, many organizational decisions do not reflect this belief. This article uses the value, rareness, imitability, and organization (VRIO) framework to examine the role that the human resource (HR) function plays in developing a sustainable competitive advantage. Why some popularly cited sources of sustainable competitive advantage are not, and what aspects of a firm's human resources can provide a source of sustainable competitive advantage are discussed. The role of the HR executive as a strategic partner in developing and maintaining competitive advantage within the firm is also examined. © 1998 John Wiley & Sons, Inc.     

Organisational ambidexterity and supply chain agility: the mediating role of external knowledge sharing and moderating role of competitive intelligence

The dynamic growth of a supply chain in an incessantly changing environment emanates from the dynamics of an organisation as well as its supply chain members. The primary aim of this research is to investigate the relationships between supply chain agility and its dynamic precursors including organisational ambidexterity and external knowledge sharing. The research further examines the moderating role of competitive intelligence for the relationship between organisational ambidexterity and supply chain agility. A sample of 381 respondents from chemical manufacturing companies in Vietnam produced the data for analysis. The research results shed light on the chain effect from organisational ambidexterity through external knowledge sharing to supply chain agility. The moderating role that CI plays in the relationship between organisational ambidexterity and supply chain agility was also verified. The findings from the research broaden supply chain literature through establishing the positive effect of organisational ambidexterity on supply chain agility with CI as a moderator for this effect.     

A processual analysis of the purchasing and supply organization in transition: the impact of offshoring

Many companies have resorted to offshoring in order to reduce costs and grow their global market presence. Yet it remains unclear what impact the offshoring strategy has on the purchasing and supply organization (PSO) of these companies. In this paper the nature and type of changes offshoring organizations make within the PSO are examined, i.e. how new purchasing and supply management (PSM) structures and practices emerge, are maintained or are discarded as production operations are relocated. The processual perspective is used to analyze empirical data from a rich, in-depth case study within a global engineering company. Results suggest that in line with the law of requisite variety the PSO changes thoroughly when the company relocates its production activities through the captive offshoring mode, but does so in a more disjointed and non-linear manner than the current stage models would suggest. The offshoring process provides momentum for PSO change and influences where and how the change happens. We present five propositions for further research and conclude that offshoring provides managers with opportunities to: (i) change and influence the strategic direction of PSM in their organizations, and (ii) build viable strategies of retaining and managing knowledge and PSM competencies in global operations.     

The effect of cross-organizational governance on supply chain resilience: A mediating and moderating model

This study examines the effect of a novel antecedent, namely cross-organizational governance (which can be further divided into contractual and relational governance), on supply chain resilience. Additionally, it explores the mediating and moderating effects of supply chain collaboration and institutional environment, respectively, on the relationship between cross-organizational governance and supply chain resilience. Accordingly, a research model, together with four hypotheses, is constructed based on institutional theory. These are further tested based on data collected from a single-respondent survey of 358 Chinese manufacturing companies. The results reveal that contractual and relational governance have significant positive effects on supply chain resilience; supply chain collaboration plays a partially mediating role and institutional environment plays a moderating role in the effects of contractual and relational governance on supply chain resilience. This study enriches the understanding of the relationships between cross-organizational governance, supply chain collaboration, supply chain resilience, and institutional environment. It also provides a reference for supply chain managers’ decision-making activities.     

Supply structure: The pendulum in action

Using an in-depth longitudinal case study based on an “historical retrospective”, this article focuses on how some factors (“drivers”) set into motion the pendulum of change in supply structures, a research theme neglected in the supply field. It examines, over a 20-year period, the changes made to the supply structure of a well-known organization. The data comes mainly from: (a) semi-structured interviews with 21 managers and professionals within eight operating units, and (b) documentary analyses of the archives. This article shows how to map structural changes of the supply function, while explaining the nature and the causes of these changes. Understanding the pendulum movement from one supply structure to another can be very valuable, as well for academics as for managers.     

Attention-based view on achieving ambidexterity in purchasing and supply management

The focus of purchasing and supply management (PSM) is no longer just on short-term cost savings, but is also on long-term goals such as innovation and renewal. Because of this new dual role PSM needs to balance the short-term goals referred to as exploitation, and the long-term strategic goals referred to as exploration. However, developing in-depth knowledge of the supply markets in order to achieve PSM ambidexterity is challenging, as it requires much managerial attention that is limited in nature. This research draws on the attention-based view (ABV) to study the antecedents of ambidexterity in PSM. Based on a survey of 154 Finnish manufacturing firms, a set of hypotheses was tested using structural equation modeling. The results indicate that bottom-up supply market attention has a stronger association than top-down supply market attention with all three PSM goals: exploitation, exploration and ambidexterity. PSM status is positively associated with both bottom-up and top-down supply market attention. Top management should support activities aimed at capturing supply market opportunities by ensuring that the PSM staff is not overburdened and have enough time to focus on supply market intelligence gathering and analyses. This research is among the first to study the role and enablers of attentional mechanisms that underpin ambidexterity in PSM. A contribution to the ABV theory is made by suggesting operationalizations of managerial attention constructs.     

Traders as sustainability governance actors in global food supply chains: A research agenda

Corporate actors are rapidly gaining ground as nontraditional forms of authority that shape sustainability governance efforts in global food supply chains. This paper highlights the critical, but underresearched role of traders—companies whose core business lies in the movement and exchange of agricultural commodities between producers and manufacturers—in linking corporate sustainability ambitions to on-the-ground impacts. Drawing on a systematic analysis of the major transnational corporations trading cocoa, coffee, and palm oil, we present advantages and potential pitfalls of relying on traders as implementers of sustainability governance and outline a future research agenda that focuses on producer-level impacts, changes in supply chain organization and power dynamics, and traders' interactions with state and other nonstate actors. At the intersection of supply chain management, political economy, geography, and global governance, research on traders as key sustainability governance actors also provides novel opportunities for interdisciplinary work and stakeholder engagement.     

公共租赁住房混合供应模式——实施层面战略的构建

本文以管理工程的视角结合公共经济学理论,分析了当前公租房建设实施过程中的困扰及其原因,指出问题源于对公租房这一公共产品在概念上的定义偏差,由于这一偏差,进而引起了实施层面的战略矛盾.文章认为公共住房供应并非狭义上的物理形态住房的供应,而更多的是指政府住房保障服务的供应,鉴于社会个人私有住房出租市场的现实存在,有可能通过...     

The reputation costs of executive misconduct accusations: Evidence from the #MeToo movement

In this study, we examine how sexual harassment accusations against executives affect the stock returns of the affiliated organization. Taking a reputation cost perspective, we identify 98 sexual harassment accusations during 2016–2019, of which 25 directly target organizational executives. We employ an event study methodology to detect abnormal stock reactions for the affiliated organization. The results indicate that #MeToo accusations substantially harmed the stock returns of the organization despite the accusation relating to an individual’s misconduct. We discover significant results only for executives who are employed at the parent organization. Therefore, we first provide evidence that misconduct by individuals matters for organizations. We demonstrate that executive misconduct becomes particularly relevant when the executive assumes a leading position at the parent organization. This finding has important implications for future research and practitioners.     

技术创新视角的企业组织结构设计逻辑研究

技术创新是决定企业发展的关键因素,而组织结构是影响企业技术创新的一个重要维度。设计和构建有利于技术创新的组织结构对于提升企业技术创新能力非常重要。组织结构影响着企业技术创新的成功率、方向和速度,不同的技术创新对企业组织结构有着不同的要求。采用理论研究、文献分析、案例分析等方法,研究以下内容：（1）识别现代企业技术创新的基本特征;（2）确定影响企业技术创新的组织要素;（3）分析有利于企业创新的组织架构及其运用。     

电力系统中配电线路运行故障的检修

在电力系统中配电线路起到重要的作用,是联系降压变电、配电变压器的关键纽带,是保证电力供应的基础。在电力系统运行中配电线路负责将电力输送至各大用户端,一旦配电线路出现问题,就会对电力系统造成很大的影响,甚至引发大规模停电,给人们、社会带来不可弥补的重大损失,因此,保障配电线路的安全是一件至关重要的任务。本文从电力系统中常见的配电线路运行故障出发,提出配电线路运行故障的检修方法。     

央企管理者来源对企业绩效的影响效果研究

本文将央企集团的高管作为研究对象,实证检验央企高管来源对集团绩效的影响,拟为央企集团经理人选聘的作用机制提供经验证据。研究发现:总经理岗位轮换与集团绩效的关系因继任情景不同,产生不同的结果。一方面,来自内部晋升的董事长会过度干预执行层的工作而导致企业绩效下降,这种情况在总经理岗位轮换的时候更为严重;另一方面,高管团队的稳定性对岗位轮换的总经理产生重要影响。因此,实施董事长轮岗制度,同时保证经理层的稳定性更有利于企业的发展。本文研究有助于深化认识央企高管晋升机制、高管变更的经济后果,并为国有企业高管聘任机制改革提供经验启示。     

The strategic value of e-HRM: results from an exploratory study in a governmental organization

This paper presents results from an exploratory study in a governmental organization on the strategic value of electronic human resource management (e-HRM). By applying the organizational capabilities approach, and by means of mixed research methods, data were collected on two generally acclaimed strategic advantages of e-HRM: changing the role of the human resource (HR) function towards becoming a business partner; and increasing the time available for strategic HR issues. The findings show that these strategic advantages are not convincingly realized. While HR professionals perceived role changes, line managers and non-managerial employees in general did not. The frequency of e-HRM practise was low, although it was satisfactorily used as intended. Interviewees stated that strategic advantages might arise if certain conditions are met. E-HRM does however provide some unintended benefits. The findings suggest that e-HRM alone is not sufficient to enable the HR function to create dynamic and operational capabilities. Suggestions for further research are provided.