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"Bendoly, Elliot"
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Operations in the upper echelons: leading sustainability through stewardship
PurposeTop-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.Design/methodology/approachIn study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.FindingsResults show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.Research limitations/implicationsWhile the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.Practical implicationsThe associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.Social implicationsThe study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.Originality/valueThis work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.
Journal Article
Linking Task Conditions to Physiology and Judgment Errors in RM Systems
In models of optimal decision making, assumptions about managerial behavior are often made with the hope that the prescriptions offered by these models will be effective in practice, even if actual behavior occasionally strays from these assumptions. However, recent revenue management (RM) research has demonstrated what appear to be systematic deviations from normative models of decision making. These deviations can even be observed in relatively simple RM contexts. We suggest that technical errors in capacity allocation decisions are linked to issues such as arousal and stress associated with state conditions of RM tasks. Our study goes beyond existing findings by considering behavioral phenomena in concurrent task settings, where the decision maker is faced with managing decisions for more than one product or service. Physiological measures of eye dilation and blink rate are used as markers of arousal and stress in subjects engaged in RM tasks. Our analysis shows that physiological responses are indeed associated with both the state conditions of RM tasks and the number of capacity blocks managed concurrently by an individual. Deviations from modeled decision making appear to be significantly dependent upon these physiological responses. We conclude with a discussion of implications for further research and practice.
Journal Article
Online/In-Store Integration and Customer Retention
Reducing the risks believed to be associated with product availability can be critical to increasing consumer retention rates. This study considers the role that perceptions of channel integration have on such beliefs and their impact on purchasing decisions. Surveys distributed to purchasers of specific goods both online and in-store provide data used in the analysis of these effects. The findings suggest that firms simultaneously managing both online and in-store channels should not only reassess the repercussions of availability failures but also consider efforts that encourage the transparency of channel integration.
Journal Article
The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes
Manufacturing firms are increasingly using advanced enterprise-level information systems to coordinate and synchronize externally oriented functions such as marketing and supply chain and internally oriented activities such as manufacturing. In this paper, we present a model of manufacturing performance that simultaneously considers the effects of a firm's integrated IS capability in conjunction with interfunctional and interorganizational coordination mechanisms. Consistent with the complementarity perspective, we view this specific form of IS capability as enhancing manufacturing's coordination with marketing and supply chain functions to drive manufacturing performance. Additionally, the theoretical model presented here introduces manufacturing-IS coordination, a form of coordination not considered in past research, as a key antecedent to integrated IS capability. The research thus provides a comprehensive framework for examining manufacturing performance in contexts that have been transformed by the use of advanced information systems. The theoretical model is tested using primary data collected from manufacturing firms and matched with objective manufacturing performance data from secondary sources. Results show that a firm's integrated IS capability, as well as the complementary effects of IS capability with manufacturing, marketing, and supply chain processes, are significant predictors of manufacturing performance. These findings are robust to concerns of endogeneity, unobserved heterogeneity, and alternative model specification.
Journal Article
How Do You Search for the Best Alternative? Experimental Evidence on Search Strategies to Solve Complex Problems
Through a controlled two-stage experiment, we explore the performance of solution search strategies to resolve problems of varying complexity. We validate theoretical results that collaborative group structures may search more effectively in problems of low complexity but are outperformed by nominal structures at higher complexity levels. We call into question the dominance of the nominal group technique. Further close examination of search strategies reveals important insights: the number of generated solutions, a typical proxy for good problem-solving performance, does not consistently drive performance benefits across different levels of problem complexity. The average distance of search steps and the problem space coverage also play critical roles. Moreover, their effect is contingent on complexity: a wider variety of solutions is helpful only in complex problems. Overall, we caution management about the limitations of generic, albeit common, rules of thumb, such as “generate as many ideas as possible.”
This paper was accepted by Yan Chen, decision analysis.
Journal Article
Performance Metric Portfolios: A Framework and Empirical Analysis
The widespread adoption of supply chain management principles suggests that managers recognize the importance of evaluating operational decisions holistically. However, it is often difficult to link specific operational practices to strategic level outcomes and in turn to corporate financial results. This presents problems for both managers and academic researchers attempting to justify the often high cost of operational improvement initiatives in terms of objective accounting metrics. This study provides evidence that it is possible to demonstrate linkages between carefully chosen portfolios of tactical, strategic, and financial metrics. Survey data from 118 manufacturers are used to evaluate hypotheses linking multilevel metrics of performance across three well‐established strategic foci. We present portfolios of metrics drawn from the literature and from the Supply Chain Counciľs supply‐chain operations reference model and related design and customer chain models. Our analysis suggests that metric portfolios in which tactical metrics are designed to match strategic‐level metrics, based on alignment with a specific strategic focus, provide clearer mechanisms for understanding performance linkages.
Journal Article
Bodies of Knowledge for Research in Behavioral Operations
Whenever intrepid researchers venture into new terrain, they find that they require knowledge outside of their formal training. This paper reviews bodies of knowledge for operations management (OM) researchers interested in the new area of Behavioral Operations. We highlight theoretical constructs and empirical phenomena from cognitive psychology, social psychology, group dynamics, and system dynamics. We also provide a guide for where to go to learn more about each body of knowledge. Our overall goal is to lower the startup costs for new researchers in Behavioral Operations.
Journal Article
How Do You Search for the Best Alternative? Experimental Evidence on Search Strategies to Solve Complex Problems
Through a controlled two-stage experiment, we explore the performance of solution search strategies to resolve problems of varying complexity. We validate theoretical results that collaborative group structures may search more effectively in problems of low complexity but are outperformed by nominal structures at higher complexity levels. We call into question the dominance of the nominal group technique. Further close examination of search strategies reveals important insights: the number of generated solutions, a typical proxy for good problem-solving performance, does not consistently drive performance benefits across different levels of problem complexity. The average distance of search steps and the problem space coverage also play critical roles. Moreover, their effect is contingent on complexity: a wider variety of solutions is helpful only in complex problems. Overall, we caution management about the limitations of generic, albeit common, rules of thumb, such as \"generate as many ideas as possible.\"
Journal Article