Satya S. Chakravorty and J. Brian Atwater
Over the past decade, JIT approach for designing and operatinglines has evolved to compete on time dimensions. Traditionally, thelines designed and operated using line balancing…
Abstract
Over the past decade, JIT approach for designing and operating lines has evolved to compete on time dimensions. Traditionally, the lines designed and operated using line balancing approach are considered optimal. Uses simulation methodology to compare each of these approaches under various levels of system variability and total inventory in the system. Shows that when system variability is low, the JIT line produces lower cycle time at almost all levels of total inventory in the system. However, when system variability is high the balanced line yields lower cycle time, especially at lower levels of inventory in the system.
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Satya S. Chakravorty and J. Brian Atwater
Over the past decade two approaches, just‐in‐time (JIT) and theory of constraints (TOC), for designing and operating production lines have developed, each claiming to be the…
Abstract
Over the past decade two approaches, just‐in‐time (JIT) and theory of constraints (TOC), for designing and operating production lines have developed, each claiming to be the “correct” way. In addition there are still those who maintain that line balanced (whenever possible) is the optimal method. This study uses simulation to compare each of these approaches for designing and operating production lines under various levels of processing time variability, station downtime, and total system inventory. Not surprisingly, the JIT approach appears to work best when system variability is low. The TOC approach works best when system variability is high. This shows that lines designed using TOC principles perform significantly better than JIT lines when inventory is low, and JIT lines perform significantly better than TOC lines as inventory is added to the system. The traditionally balanced line did not perform best under any of the conditions used in this study.
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Alan A. Stephens, J. Brian Atwater and Vijay R. Kannan
The collapse of the sub‐prime mortgage market parallels several earlier failures within the financial services sector, begging the question why the lessons of past failures were…
Abstract
Purpose
The collapse of the sub‐prime mortgage market parallels several earlier failures within the financial services sector, begging the question why the lessons of past failures were not learned. Throughout history from the tulip bulb crisis of the 1600s to the most recent economic crisis, decision‐makers keep making the same mistakes. This occurs in part because of a failure to recognize similarities between past and current events. This conceptual paper aims to use systems dynamics tools to examine the crisis and illustrate how seemingly independent events are linked.
Design/methodology/approach
The paper provides a fundamental review of systems thinking concepts and uses a tool of systems dynamics, causal loop diagrams (CLD), to provide a visualization of the dynamics of the sub‐prime market collapse over time. This approach provides insights that traditional analytic methods do not, which should be beneficial in understanding future cases where speculative demand drives behavior.
Findings
The paper uses the CLD tool to understand the evolution of the recent financial crisis. It finds that the dynamics of the collapse closely mirror many historic financial disasters (the paper cites several) and proposes the fundamental CLD of this phenomenon be elevated to a special category of the “limits to growth” archetype model. The paper makes this recommendation in the hope it will allow investors and policy makers to quickly recognize future speculative events when they happen again.
Originality/value
This paper argues that, despite the surface level uniqueness and complexity of the recent economic collapse, there is an underlying simplicity that links the recent collapse with speculative boom/busts going back over 400 years. The representation that the paper develops applies the language of systems thinking to the most recent financial crisis. A mental model of this system and the corresponding systems structure can be used to not only understand what happened, but also inform decision‐makers when similar speculative behavior occurs in the future.
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The potential for differential functioning of performance assessments across ratings sources has gained recent research interest. This study used multiple-group confirmatory…
Abstract
The potential for differential functioning of performance assessments across ratings sources has gained recent research interest. This study used multiple-group confirmatory factor analysis (MGCFA) to examine whether measures of task and contextual performance are invariant across both supervisors and subordinates. As an extension, multiple indicators multiple causes modeling (MIMIC) was used to examine potential covariates of task and contextual performance ratings on latent task and contextual performance variability. Consistent with previous research, I found measurement invariance across subordinate- and supervisor ratings. Moreover, MIMIC results showed supervisor and subordinate demographic variables systematically influenced latent task and contextual performance variability despite measurement invariance over these rating sources. Implications for multi-source performance systems are discussed.
Jie Li, Stacie Furst-Holloway, Suzanne S. Masterson, Larry M. Gales and Brian D. Blume
The purpose of this paper is to compare and integrate leader-member exchange (LMX) and leader identification (LID) as concurrently functioning mediators between three leadership…
Abstract
Purpose
The purpose of this paper is to compare and integrate leader-member exchange (LMX) and leader identification (LID) as concurrently functioning mediators between three leadership styles (individual-focused transformational, contingent reward, and benevolent paternalistic) and two citizenship behaviors (helping and taking charge).
Design/methodology/approach
Data included 395 stable, independent leader-follower dyads from numerous Chinese organizations. Partial least squares structural equation modeling and relative weight analysis were used in data analyses.
Findings
In established, steady-state leader-member alliances, LMX was the dominant explanation between various leadership styles and helping; whereas LID explained leadership effects on taking charge. Three-stage indirect effects of leadership-LMX-LID-taking charge were found. Also, LMX and LID related to the three focal leadership styles in distinct ways.
Research limitations/implications
Limitations include cross-sectional data. Strengths include a large, multi-source field sample. Implications include that LMX and LID provide different prosocial motivations; LMX indirectly engenders stronger other-orientation through LID; and the nature of indirect leadership effects via LID is more sensitive to the nature of the focal leadership styles. LMX and LID together provide a package of prosocial motivations.
Practical implications
Leaders interested in increasing employees’ helping vs taking charge behaviors can be more effective by understanding the different motivational potentials of LMX vs LID. Leaders also need to choose appropriate behavioral styles when they activate LMX vis-à-vis LID.
Originality/value
This study integrates multiple leadership theories to provide a nuanced account of how social exchange and self-concept explain leadership at the interpersonal level when leadership styles, LMX, and LID are stable.
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Baek‐Kyoo (Brian) Joo and Sunyoung Park
The purpose of this paper is to investigate the impact of personal characteristics (goal orientation) and contextual characteristics (organizational learning culture and…
Abstract
Purpose
The purpose of this paper is to investigate the impact of personal characteristics (goal orientation) and contextual characteristics (organizational learning culture and developmental feedback) on employees' career satisfaction, organizational commitment, and turnover intention.
Design/methodology/approach
Subjects were drawn from four Fortune Global 500 companies in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in outcome variables.
Findings
The results indicate that career satisfaction is predicted by organizational learning culture and performance goal orientation. Organizational learning culture, developmental feedback, and learning goal orientation are the significant predictors of organizational commitment. Finally, organizational learning culture, career satisfaction, and organizational commitment turn out to be the predictors of turnover intention.
Practical implications
By enhancing organizational learning culture and by considering goal orientation, human resource development/organization development practitioners could play important roles in improving organizational commitment, in career satisfaction, and in decreasing turnover.
Originality/value
The theoretical contribution of this paper lies in its inclusive approach encompassing both the personal and contextual factors (such as organizational learning, leadership, and personality) on career and organizational commitment research. It is an interesting finding that while performance goal is associated with career satisfaction, learning goal orientation is related with organizational commitment.
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Shahid Khan, Kohyar Kiazad, Sen Sendjaya and Brian Cooper
Abusive supervision climate (ASC) affects not only direct subordinates of abusive supervisors but also their colleagues who work in the same group. Therefore, this study aims to…
Abstract
Purpose
Abusive supervision climate (ASC) affects not only direct subordinates of abusive supervisors but also their colleagues who work in the same group. Therefore, this study aims to examine the underlying processes and boundary conditions of ASC's effects on group members' behaviors.
Design/methodology/approach
The study collected data from 213 employees in 51 workgroups across 13 organizations in Pakistan. Data were analyzed in MPlus version 8 (Muthén and Muthén, 1998–2017) using a random intercepts multilevel model. The authors followed the procedures for testing 2-1-1 mediation with a participant-level mediator as outlined in Pituch and Stapleton (2012).
Findings
The results revealed that anger mediated the negative relationship between ASC and group members' organizational citizenship behaviors (OCBs), as well as the positive relationship between ASC and group members' withdrawal. In addition, agreeableness moderated the effect of group members' anger on OCBs, such that the relationship was stronger for more agreeable group members.
Originality/value
The findings contribute to the abusive supervision literature by elucidating anger as one mechanism through which ASC affects group members and by incorporating personality differences to better understand group members' behavioral responses.
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Brian P. Mathews and Tom Redman
Reports on the results from a survey of the attitudes of managers employed in the service sector towards upward appraisal. Describes what constitutes upward appraisal. Discusses…
Abstract
Reports on the results from a survey of the attitudes of managers employed in the service sector towards upward appraisal. Describes what constitutes upward appraisal. Discusses recent developments in the UK and in particular its application in the service sector. Examines the factor most critical to the success of any appraisal system ‐ its acceptability to the parties involved. Concludes with an examination of the implications of the findings for practitioners. The results indicate that strong feelings are held by some, both positive and negative, but these are difficult to attribute to particular groups. Many of the concerns expressed in the literature are found, on average, not to be major issues for service managers themselves.
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A review essay on Charles Robert McCann, Jr., Ed. The Elgar Dictionary of Economic Quotations, Northampton, MA: Edward Elgar, 2003, pp. xi, 315. $150.00.Charles McCann believes…
Abstract
A review essay on Charles Robert McCann, Jr., Ed. The Elgar Dictionary of Economic Quotations, Northampton, MA: Edward Elgar, 2003, pp. xi, 315. $150.00. Charles McCann believes that a Dictionary of Quotations is a repository of statements on which writers and debaters can rely for accuracy: Not only to avoid misstatement and erroneous attribution, but also misperception of original context. (What is an alternative motivation? To show the brilliance of economists? Or their facility with words?) Of course, one could search original sources but it is more efficient, time wise, to have a sourcebook of passages, perhaps especially one arranged overall alphabetically by author and for each author by topic.