The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform

Morgan Swink - One of the best experts on this subject based on the ideXlab platform.

  • an investigation of visibility and flexibility as complements to supply chain analytics an organizational information processing Theory perspective
    Production and Operations Management, 2018
    Co-Authors: Ravi Srinivasan, Morgan Swink
    Abstract:

    Many businesses are seeking to develop and exploit analytics capabilities today. Using organizational information processing Theory (OIPT), we study demand visibility and supply visibility as foundational resources for analytics capability, and organizational flexibility as a complementary capability. We further examine relationships among these factors under varying conditions of market volatility, a type of environmental uncertainty. The results from our analysis of data from 191 global firms indicate that both demand and supply visibility are associated with the development of analytics capability. In turn, analytics capability is shown to be more strongly associated with operational performance when supply chain organizations also possess organizational flexibility needed to act upon analytics‐generated insights quickly and efficiently. Furthermore, the empirical results indicate that analytics capability and organizational flexibility are more valuable as complementary capabilities for firms who operate in volatile markets, rather than in stable ones. These findings extend OIPT to create a better understanding of contemporary applications of information processing technologies, while also providing theoretically grounded guidance to managers in the development of analytics capabilities within their firms.

  • an investigation of visibility and flexibility as complements to supply chain analytics an organizational information processing Theory perspective
    Production and Operations Management, 2018
    Co-Authors: Ravi Srinivasan, Morgan Swink
    Abstract:

    Many businesses are seeking to develop and exploit analytics capabilities today. Using organizational information processing Theory (OIPT), we study demand visibility and supply visibility as foundational resources for analytics capability, and organizational flexibility as a complementary capability. We further examine relationships among these factors under varying conditions of market volatility, a type of environmental uncertainty. The results from our analysis of data from 191 global firms indicate that both demand and supply visibility are associated with the development of analytics capability. In turn, analytics capability is shown to be more strongly associated with operational performance when supply chain organizations also possess organizational flexibility needed to act upon analytics-generated insights quickly and efficiently. Furthermore, the empirical results indicate that analytics capability and organizational flexibility are more valuable as complementary capabilities for firms who operate in volatile markets, rather than in stable ones. These findings extend OIPT to create a better understanding of contemporary applications of information processing technologies, while also providing theoretically grounded guidance to managers in the development of analytics capabilities within their firms. This article is protected by copyright. All rights reserved.

  • leveraging supply chain visibility for responsiveness the moderating role of internal integration
    Journal of Operations Management, 2013
    Co-Authors: Brent D Williams, Joseph Roh, Travis Tokar, Morgan Swink
    Abstract:

    Abstract As global supply chains compete in an increasingly complex and rapidly changing business environment, supply chain responsiveness has become a highly prized capability. To increase responsiveness, supply chain managers often seek information that provides greater visibility into factors affecting both demand and supply. Managers often claim, however, that they are awash in data yet lacking in valuable information. Taken together, these conditions suggest that supply chain visibility is a necessary, but insufficient capability for enabling supply chain responsiveness. Based on organizational information processing Theory, we posit that a supply chain organization's internal integration competence provides complementary information processing capabilities required to yield expected responsiveness from greater supply chain visibility. An analysis of data from 206 firms strongly supports this hypothesis. For supply chain managers, these findings indicate that a strategy for achieving supply chain responsiveness requires a dual-pronged approach that aligns increased visibility with extensive information processing capabilities from internal integration. For researchers, this study provides an initial examination of visibility as a construct, and extends a growing literature addressing integration as an information processing capability.

Ravi Srinivasan - One of the best experts on this subject based on the ideXlab platform.

  • an investigation of visibility and flexibility as complements to supply chain analytics an organizational information processing Theory perspective
    Production and Operations Management, 2018
    Co-Authors: Ravi Srinivasan, Morgan Swink
    Abstract:

    Many businesses are seeking to develop and exploit analytics capabilities today. Using organizational information processing Theory (OIPT), we study demand visibility and supply visibility as foundational resources for analytics capability, and organizational flexibility as a complementary capability. We further examine relationships among these factors under varying conditions of market volatility, a type of environmental uncertainty. The results from our analysis of data from 191 global firms indicate that both demand and supply visibility are associated with the development of analytics capability. In turn, analytics capability is shown to be more strongly associated with operational performance when supply chain organizations also possess organizational flexibility needed to act upon analytics‐generated insights quickly and efficiently. Furthermore, the empirical results indicate that analytics capability and organizational flexibility are more valuable as complementary capabilities for firms who operate in volatile markets, rather than in stable ones. These findings extend OIPT to create a better understanding of contemporary applications of information processing technologies, while also providing theoretically grounded guidance to managers in the development of analytics capabilities within their firms.

  • an investigation of visibility and flexibility as complements to supply chain analytics an organizational information processing Theory perspective
    Production and Operations Management, 2018
    Co-Authors: Ravi Srinivasan, Morgan Swink
    Abstract:

    Many businesses are seeking to develop and exploit analytics capabilities today. Using organizational information processing Theory (OIPT), we study demand visibility and supply visibility as foundational resources for analytics capability, and organizational flexibility as a complementary capability. We further examine relationships among these factors under varying conditions of market volatility, a type of environmental uncertainty. The results from our analysis of data from 191 global firms indicate that both demand and supply visibility are associated with the development of analytics capability. In turn, analytics capability is shown to be more strongly associated with operational performance when supply chain organizations also possess organizational flexibility needed to act upon analytics-generated insights quickly and efficiently. Furthermore, the empirical results indicate that analytics capability and organizational flexibility are more valuable as complementary capabilities for firms who operate in volatile markets, rather than in stable ones. These findings extend OIPT to create a better understanding of contemporary applications of information processing technologies, while also providing theoretically grounded guidance to managers in the development of analytics capabilities within their firms. This article is protected by copyright. All rights reserved.

Guanyi Lu - One of the best experts on this subject based on the ideXlab platform.

  • on Theory in supply chain uncertainty and its implications for supply chain integration
    Journal of Supply Chain Management, 2016
    Co-Authors: Barbara B Flynn, Xenophon Koufteros, Guanyi Lu
    Abstract:

    This article develops a theoretical conceptualization of supply chain uncertainty, based on the foundation provided by contingency Theory, classical organization Theory, and information processing Theory. We develop a theoretical analogy between a supply chain and an organization, then highlight key differences, which leads us to hypothesize that there are three key types of supply chain uncertainty. Micro-level uncertainty is based on the variability of inputs to the technical core of a supply chain, corresponding to the traditional operationalization of uncertainty in the supply chain and operations management literature. Meso-level uncertainty is the lack of information needed by a supply chain member, corresponding to the information processing Theory perspective. This is often due to the conflicting pressures of differentiation and interdependence in a supply chain, where members may withhold information that they feel could compromise their interests. Macro-level uncertainty, based on the equivocality construct, is related to unclear and ambiguous situations faced by supply chain members in rapidly changing external environments. We propose that all three types of uncertainty coexist in a supply chain and may interact with each other. Based on contingency Theory's focus on alignment of process and structure with the environment, we test the relationship among supply chain integration (process), centralization, formalization and flatness (organization structure) and the dimensions of uncertainty (environment). Hypotheses are tested using hierarchical regression on data collected from 339 globally distributed manufacturing plants. It reveals that, as hypothesized, micro-level and meso-level uncertainty are positively related to SCI and that macro-level uncertainty is inversely related to it. The organization structure variables of centralization and formalization had a moderating effect, strengthening or reducing the main effects of uncertainty. The results are discussed in terms of their consistency with the theoretical foundation, implications for decision makers facing supply chain uncertainty and future research opportunities.

Jun He - One of the best experts on this subject based on the ideXlab platform.

  • the moderating effect of cognitive capability on task conflict a longitudinal study of task conflict and team performance in student software development teams
    Americas Conference on Information Systems, 2007
    Co-Authors: Jun He
    Abstract:

    For software development teams to achieve development success, task conflict needs to be managed skillfully to counteract its undesirable consequences to team performance. Conflict is dynamic in nature, and its effect on team performance varies during software development lifecycle. Based on information processing Theory and team cognition Theory, this study proposes cognitive capability as an important moderator on the task conflict – team performance relationship. A longitudinal study was conducted in 70 student software development teams and multi-level model of change was applied to analyze the data collected at different time points. Results supported the proposition that while task conflict interferes with team performance, its detrimental effects get more sever over time; and cognitive capability, which develops along with the maturing of team cognition as team members work together on the focal project, helps restrain and convert the undesirable effect of task conflict on team performance toward beneficial and constructive. Keyword: task conflict, software development teams, cognitive capability, longitudinal study He, Moderating Effect of Cognitive Capability on Task Conflict 2 The Moderating Effect of Cognitive Capability on Conflict: A Longitudinal Study of Conflict and Team Performance in Student Software Development Teams

Matthew Bowler - One of the best experts on this subject based on the ideXlab platform.

  • Voice Climate, Supervisor Undermining, and Work Outcomes A Group-Level Examination
    Journal of Management, 2012
    Co-Authors: M. Lance Frazier, Matthew Bowler
    Abstract:

    This study draws from social information processing Theory and the climate literature to examine an antecedent to and the consequences of voice climate, defined as shared group member perceptions of the extent to which they are encouraged to engage in voice behaviors. The authors test their hypotheses using data collected from a sample of 374 full-time employees nested in 54 work groups. Their results indicate that group perceptions of supervisor undermining have a negative effect on group perceptions of voice climate. In addition, voice climate predicts group voice behavior and also has a significant influence on group performance beyond the influence through group voice behavior. These findings provide additional evidence for the predictive validity of the voice climate construct and provide future research opportunities for researchers.