The Experts below are selected from a list of 147 Experts worldwide ranked by ideXlab platform
Will Mitchell - One of the best experts on this subject based on the ideXlab platform.
-
Buyer Intention to Use Internet-Enabled Reverse Auctions: The Role of Asset Specificity, Product Specialization, and Non-Contractibility
2008Co-Authors: Sunil Mithas, Joni L. Jones, Will MitchellAbstract:IT-enabled exchanges in electronic markets have significant implications for buyer-Supplier relationships. Building on studies that emphasize the role of intangible assets in inter-organizational relationships, this study argues that buyers are less likely to use reverse auctions for Supplier relationships involving a high degree of non-contractibility. The argument complements traditional transaction cost economics arguments that focus on the impact of asset specificity and product specialization. We identify six dimensions of non-contractibility: Quality, Supplier technological investments, information exchange, responsiveness, trust, and flexibility, which encompass task-based and interaction-based non-contractibility. The study finds that, together with product specialization, these non-contractible elements of inter-organizational relationships have greater explanatory power for reverse auction use than asset specificity. This result highlights the importance of Supplier investments in non-contractible elements of exchange relationships in an increasingly dynamic service- and knowledge-based economy.
-
Buyer intention to use internet-enabled reverse auctions: the role of asset specificity, product specialization, and non-contractibility
MIS Quarterly, 2008Co-Authors: Sunil Mithas, Joni L. Jones, Will MitchellAbstract:Information technology enabled exchanges in electronic markets have significant implications for buyer-Supplier relationships. Building on studies that emphasize the role of intangible assets in interorganizational relationships, this study argues that buyers are less likely to use reverse auctions for Supplier relationships involving a high degree of non-contractibility. The argument complements traditional transaction cost economics arguments that focus on the impact of asset specificity and product specialization. We identify six dimensions of non-contractibility-Quality, Supplier technological investments, information exchange, responsiveness, trust, and flexibility-which encompass task-based and interaction-based non-contractibility. The study finds that, together with product specialization, these non-contractible elements of interorganizational relationships have greater explanatory power for reverse auction use than asset specificity. This result highlights the importance of Supplier investments in non-contractible elements of exchange relationships in an increasingly dynamic service- and knowledge-based economy.
Mark Speece - One of the best experts on this subject based on the ideXlab platform.
-
Strategies of Japanese Supermarkets in Hong Kong
International Journal of Retail & Distribution Management, 1994Co-Authors: Yukiko Kawahara, Mark SpeeceAbstract:Argues that, by the early 1990s, an estimated half of all non‐restaurant food sales in Hong Kong went through supermarkets. Local independents and small local chains cater to the lower end of the market. Two large local chains focus on Hong Kong′s broad middle class and control over half of packaged food sales. Some Japanese supermarkets also target the local Chinese middle class. They define the two major local chains as their main competition, and make little attempt to maintain their Japanese identities. Other Japanese supermarkets are niche marketers. They maintain their Japanese identities more strongly, and give more weight to Japanese products. These stores are located in major shopping districts rather than in the main residential districts. They target expatriates, who may account for 30 to 40 per cent of customers. Finally, one Japanese store has positioned itself as the top Quality Supplier for the upper end of the market, and presents an international, not Japanese, image.
-
Strategies of Japanese Supermarkets in Hong Kong
1994Co-Authors: Yukiko Kawahara, Mark SpeeceAbstract:In Hong Kong, which is an international city, many local retailers have expanded abroad, and many retailers operating in the territory come from Europe, North America, Japan, and other East Asian countries. Japanese retailers, in particular, have been very successful in Hong Kong, and Japanese supermarkets are a very important element of food retailing in the territory. To a great extent, the Japanese supermarkets have followed the marketing strategies of the department stores to which they are attached. However, there are two major local supermarket chains, and several other smaller, though still relatively strong, local chains. Japanese supermarkets have had to define a somewhat more coherent niche marketing strategy than is the case for most of their department store parents. They have prospered, but not always the same way. Extensive interviews with Japanese supermarket managers have allowed us to identify at least three distinct strategies. Some Japanese supermarkets target the local Chinese middle class, competing directly with the two major local chains, and make little attempt to maintain their Japanese identities. Some are niche marketers, maintain their Japanese identities more strongly, and give more weight to Japanese products. These stores are located in major shopping districts rather than in the main residential districts, and target expatriates. Finally, one Japanese store has positioned itself as the top Quality Supplier for the upper end of the market, and presents an international, not Japanese, image.
Sunil Mithas - One of the best experts on this subject based on the ideXlab platform.
-
Buyer Intention to Use Internet-Enabled Reverse Auctions: The Role of Asset Specificity, Product Specialization, and Non-Contractibility
2008Co-Authors: Sunil Mithas, Joni L. Jones, Will MitchellAbstract:IT-enabled exchanges in electronic markets have significant implications for buyer-Supplier relationships. Building on studies that emphasize the role of intangible assets in inter-organizational relationships, this study argues that buyers are less likely to use reverse auctions for Supplier relationships involving a high degree of non-contractibility. The argument complements traditional transaction cost economics arguments that focus on the impact of asset specificity and product specialization. We identify six dimensions of non-contractibility: Quality, Supplier technological investments, information exchange, responsiveness, trust, and flexibility, which encompass task-based and interaction-based non-contractibility. The study finds that, together with product specialization, these non-contractible elements of inter-organizational relationships have greater explanatory power for reverse auction use than asset specificity. This result highlights the importance of Supplier investments in non-contractible elements of exchange relationships in an increasingly dynamic service- and knowledge-based economy.
-
Buyer intention to use internet-enabled reverse auctions: the role of asset specificity, product specialization, and non-contractibility
MIS Quarterly, 2008Co-Authors: Sunil Mithas, Joni L. Jones, Will MitchellAbstract:Information technology enabled exchanges in electronic markets have significant implications for buyer-Supplier relationships. Building on studies that emphasize the role of intangible assets in interorganizational relationships, this study argues that buyers are less likely to use reverse auctions for Supplier relationships involving a high degree of non-contractibility. The argument complements traditional transaction cost economics arguments that focus on the impact of asset specificity and product specialization. We identify six dimensions of non-contractibility-Quality, Supplier technological investments, information exchange, responsiveness, trust, and flexibility-which encompass task-based and interaction-based non-contractibility. The study finds that, together with product specialization, these non-contractible elements of interorganizational relationships have greater explanatory power for reverse auction use than asset specificity. This result highlights the importance of Supplier investments in non-contractible elements of exchange relationships in an increasingly dynamic service- and knowledge-based economy.
Yukiko Kawahara - One of the best experts on this subject based on the ideXlab platform.
-
Strategies of Japanese Supermarkets in Hong Kong
International Journal of Retail & Distribution Management, 1994Co-Authors: Yukiko Kawahara, Mark SpeeceAbstract:Argues that, by the early 1990s, an estimated half of all non‐restaurant food sales in Hong Kong went through supermarkets. Local independents and small local chains cater to the lower end of the market. Two large local chains focus on Hong Kong′s broad middle class and control over half of packaged food sales. Some Japanese supermarkets also target the local Chinese middle class. They define the two major local chains as their main competition, and make little attempt to maintain their Japanese identities. Other Japanese supermarkets are niche marketers. They maintain their Japanese identities more strongly, and give more weight to Japanese products. These stores are located in major shopping districts rather than in the main residential districts. They target expatriates, who may account for 30 to 40 per cent of customers. Finally, one Japanese store has positioned itself as the top Quality Supplier for the upper end of the market, and presents an international, not Japanese, image.
-
Strategies of Japanese Supermarkets in Hong Kong
1994Co-Authors: Yukiko Kawahara, Mark SpeeceAbstract:In Hong Kong, which is an international city, many local retailers have expanded abroad, and many retailers operating in the territory come from Europe, North America, Japan, and other East Asian countries. Japanese retailers, in particular, have been very successful in Hong Kong, and Japanese supermarkets are a very important element of food retailing in the territory. To a great extent, the Japanese supermarkets have followed the marketing strategies of the department stores to which they are attached. However, there are two major local supermarket chains, and several other smaller, though still relatively strong, local chains. Japanese supermarkets have had to define a somewhat more coherent niche marketing strategy than is the case for most of their department store parents. They have prospered, but not always the same way. Extensive interviews with Japanese supermarket managers have allowed us to identify at least three distinct strategies. Some Japanese supermarkets target the local Chinese middle class, competing directly with the two major local chains, and make little attempt to maintain their Japanese identities. Some are niche marketers, maintain their Japanese identities more strongly, and give more weight to Japanese products. These stores are located in major shopping districts rather than in the main residential districts, and target expatriates. Finally, one Japanese store has positioned itself as the top Quality Supplier for the upper end of the market, and presents an international, not Japanese, image.
Chanseok Jeong - One of the best experts on this subject based on the ideXlab platform.
-
a high Quality Supplier selection model for supply chain management and iso 9001 system
Production Planning & Control, 2003Co-Authors: Museong Lee, Younghae Lee, Chanseok JeongAbstract:Supplier selection process for supply chain management (SCM) and ISO 9001 Quality management system environments is considered. Determining suitable Suppliers in the supply chain has become a key strategic consideration. However, the nature of these decisions is usually complex and unstructured. This paper proposes a high-Quality-Supplier selection (HQSS) model to deal with Supplier selection problems in supply chain management. In selecting a Supplier, Quality management factors are considered first, and then price, delivery, etc. Quality management factors include a Quality management audit, product testing, engineering work force, capability index, training time, etc., based on a five-interval scale. Next, the HQSS model determines the final solution by considering factors such as price, production lead-time, and delivery time.
