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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01443579410056074. When citing the article, please cite: Snehamay Banerjee, Damodar Y. Golhar, (1994), “Security Issues in the EDI Environment”, International Journal of Operations & Production Management, Vol. 14 Iss: 4, pp. 97 - 106.

To compete successfully in the global market, firms are adopting new technologies and manufacturing strategies. The just‐in‐time (JIT) philosophy and electronic data interchange (EDI) are two recent developments that can help these firms. The success of JIT depends on timely and effective exchange of information between the manufacturing firm and its trading partners. The literature suggests that EDI, as a communication tool, can meet this demand. However, no study investigates the impact of EDI in the JIT environment. Also, the literature lacks a thorough investigation of the EDI benefits realized by JIT and non‐JIT manufacturing firms. Examines these issues and finds that the reason for choosing EDI and the benefits realized by JIT firms differ from those of the non‐JIT firms. Suggests that JIT firms benefit more from EDI than non‐JIT firms.

Inventory control practices in medium‐sized midwestern manufacturing firms (75 to 500 employees) were investigated. Items concerning inventory model used, shortages, number of suppliers and quality assurance were included in the survey. The total number of respondents was 212 (a 54 percent response rate). Our findings identify MRP as a widely used model at present, and MRP and JIT as the inventory models of choice for the future. These findings dictate appropriate educational emphasison MRP and JIT inventory models for both students and practitioners.

To compete successfully in the global market, firms are adopting new technologies and manufacturing strategies. The Just‐in‐Time (JIT) philosophy and Electronic Data Interchange (EDI) are two recent developments that can help these firms. The success of JIT depends on timely and effective exchange of information between the manufacturing firm and its trading partners. The literature suggests that EDI, as a communication tool, can meet this demand. However, no study investigates the impact of EDI in the JIT environment. Also, the literature lacks a thorough investigation of the EDI benefits realized by JIT and non‐JIT manufacturing firms. This empirical study examines these issues. It is found that the reason for choosing EDI and the benefits realized by JIT firms differ from those of the non‐JIT firms. Further analysis suggests that JIT firms benefit more from EDI that non‐JIT firms.

This empirical study investigates productivity performance of Canadian (n = 43) and US (n = 95) manufacturers in the automotive parts industry (SIC 3714) that have implemented the total quality management (TQM) philosophy. We identify three different categories of productivity measures: financial, customer related, and internal business related. TQM firms indicate improved performance on various productivity measures. Statistically significant differences exist between the two countries on some of the measures. The correlation analysis suggests that, to be customer oriented, a TQM firm must focus on improving internal business processes. Unlike the US sample, the Canadian sample did not show a significant positive correlation between financial measures, and the customer oriented or internal business related measures.

Electronic Data Interchange (EDI) is rapidly becoming integrated in a wide range of businesses. EDI usage is expected to increase in the immediate future. This high growth in a potentially paperless environment presents a variety of security risks, such as disclosure of messages, tampering with messages, etc. Current legal and contract‐related literature dealing with paper documents is not equipped to deal with such problems. Identifies different types of security risks and EDI agreements, and examines potential security risks under these agreements. Discusses future research directions. This synthesis should be useful to EDI users and researchers.

Total quality management (TQM) represents a major philosophical revolution in the management of organizations. Compared with industries, academia has lagged behind in the adoption of the TQM principles. One of the most critical challenges to the business schools is to provide students with a comprehensive understanding of TQM. Presents a nontraditional approach to teaching a TQM course to undergraduate business students. The most salient features of this experience are student empowerment and practising the TQM principles in‐class. This experiential learning approach was well received by the students. Discusses implications of such an approach to teaching TQM and other courses in a business school.

In the total quality management (TQM) environment, a major responsibility of TQM implementation rests with supervisors who translate the top management strategies into short‐term execution. Hence, the role of supervisors in the quality improvement efforts warrants a serious examination. Presents a comparison of the roles of supervisors in quality improvement strategies in TQM and non‐TQM firms. Based on a survey of 232 manufacturing firms in the USA and Canada, analyses the role of supervisors in TQM and non‐TQM firms using eight quality constructs. Major results indicate that, as compared with non‐TQM firms, supervisors in TQM firms receive more support and encouragement from top management, are under less tension, and possess a higher level of satisfaction. Also, participation of supervisors in the firm’s quality efforts is higher in TQM firms. The higher level of supervisors’ involvement, coupled with the top management commitment, results in higher quality of manufacturing processes and products for TQM firms than non‐TQM firms. Further, when implementing TQM strategies, non‐unionized firms are found to provide a better work environment for supervisors than the unionized firms.

Qualitatively identifies unique features of the research and development (R&D) work environment in productive organizations. Synthesizes strategies for the R&D manager and suggests the application of total quality management (TQM) principles as a template for effectively meeting research, development, management and corporate objectives. Presents an agenda for implementing TQM in an R&D environment which has traditionally been viewed as an isolated and hierarchical work environment.

The TQM revolution of the 1980s has led to a formal adoption of TQM by many firms. However, several organizations fail in their campaigns because of a variety of reasons ranging from lack of top management commitment to focus on tools instead of approach. Through a focused survey of 359 manufacturing firms in a single industry answers two critical questions: is it necessary for a firm to embark on a formal TQM campaign to manage quality effectively?; and is it worthwhile for a firm to embark on a half‐hearted TQM campaign? Using a criterion of existence of a formal TQM campaign in a firm and quality of products offered by the firm, classifies firms into four groups: high performance TQM firms, low performance TQM firms, high performance non‐TQM firms, and low performance non‐TQM firms. Compares them along ten literature‐based, empirically‐validated TQM constructs and derives the following major conclusions: it is not necessary for a firm to implement a TQM campaign formally in order to practise elements of TQM philosophy and thereby manage quality well; a firm should implement a formal TQM campaign only if it plans to execute the TQM constructs to their full extent, or it is better off by not investing in the formal campaign; and the product quality of a firm improves with the extent of the rigour associated with TQM implementation. Discusses implications of these findings for TQM research and practice.