Christopher C. Cole, Michael L. Clark and Carl Nemec
Cole, Milacron's vice president of machine tool products, and his co‐authors tell how Enterprisewide Information Planning was used to align information systems with reengineered…
Abstract
Cole, Milacron's vice president of machine tool products, and his co‐authors tell how Enterprisewide Information Planning was used to align information systems with reengineered processes at this $800 million global competitor.
Mona Sinha, Hufrish Majra, Jennifer Hutchins and Rajan Saxena
The purpose of this paper is to understand Indian consumers’ intention to use mobile payments by examining their adoption readiness (AR) in the larger context of their technology…
Abstract
Purpose
The purpose of this paper is to understand Indian consumers’ intention to use mobile payments by examining their adoption readiness (AR) in the larger context of their technology readiness (TR) and their privacy concerns (PCs).
Design/methodology/approach
A four-city, three language, paper and pencil survey yielded a sample of 600 respondents from India. Data were analyzed using structural equations modeling.
Findings
This study finds that AR positively mediates the relationship between TR and intention to adopt (IA) mobile payments. More importantly, PCs negatively moderate the relationship between AR and IA.
Research limitations/implications
Results will vary depending on country and other variables outside the scope of this study such as perceived risk, trust, etc. The sample was large but mainly comprised males, between 18 and 35 years of age.
Practical implications
The cash shortage due to a recent demonetization move in India had spurred mobile payment adoption but usage and retention remained low. Many other banking self-service technologies had not been successful and digitization was critical for easing payments and potentially paving the way for mobile banking. However, using mobile phones for financial transactions raises PCs that attenuate the positive impact of AR. Also, understanding overall attitudes with TR is important in a rapidly digitizing country with relatively novice users.
Social implications
Adoption of mobile payment technology can help address social and economic challenges in India, such as financial inclusion, corruption and tax evasion. Given the increasing awareness of privacy issues in India, mobile payment adoption, which already faces acquisition and retention challenges, will likely to face greater resistance in the future.
Originality/value
The findings add to the literature on emerging markets and marketing of technology products by identifying the critical role of privacy in the adoption of financial technology services. Moreover, the authors demonstrate that given the rapid introduction of technology in India, consumers’ overarching TR has to be considered along with AR for mobile payments. Thus, the authors offer a tripartite, customer–technology–transaction view of the mobile payment adoption process in India.
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Stanley G. Harris and Michael S. Cole
The purpose of this paper is to examine the applicability of Prochaska and colleagues' “stages of change model,” which has generated substantial support in the therapeutic…
Abstract
Purpose
The purpose of this paper is to examine the applicability of Prochaska and colleagues' “stages of change model,” which has generated substantial support in the therapeutic literature as a useful framework for understanding the dynamics of motivation to change problem behaviors, in a leadership development context.
Design/methodology/approach
A group of over 70 supervisors/managers was studied over a period of nine months as they participated in a company‐sponsored leadership development effort.
Findings
Results provide initial evidence that the stages of change model has the potential for being reliably and validly assessed in a leadership development context. Participants' stage scores related in meaningful ways to relevant criteria such as job attitudes, perceptions of personal leadership areas needing improvement, and evaluations of actual development module content and presentation over a nine‐month period.
Research limitations/implications
Participants were drawn from only one organization and this was the first major leadership development effort undertaken by this organization.
Practical implications
Study results provide support for the appropriateness of applying the stages of change model and its measurement in a leadership development context. Results demonstrate that the stages of change model appears to offer useful and pragmatic insight into motivation to learn and on improving the effectiveness of leadership development activities.
Originality/value
The present study is unique in that makes use of a stages of change model to empirically examine differential patterns of relationships between participants' stages of change and their organizational attitudes, leadership developmental needs, and longitudinal reactions to the development effort.
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Alexandra Turner, Lata Gautam, Colleen Moore and Michael Cole
– The purpose of this paper is to evaluate the changing use of language concerning the drug Ecstasy and their potential consequences over the last ten years.
Abstract
Purpose
The purpose of this paper is to evaluate the changing use of language concerning the drug Ecstasy and their potential consequences over the last ten years.
Design/methodology/approach
The research used metadata analysis of different resource types to assess the changing frequency with which the terms Ecstasy and MDMA occur.
Findings
Since 2011 there has been an increase in the use of the term “MDMA” relative to “Ecstasy”. The prevalence of the term MDMA is higher than that of Ecstasy in both academic literature and web based information resources. This is also found in the public's own use of the terms. The shift from one term to the other highlights the lack of uniformity in the way Ecstasy and MDMA are reported. This underlines the need for clarity and consistency in reporting this substance so that correct information is disseminated for use by the general public, law enforcement agencies and healthcare professionals.
Originality/value
This paper establishes a time line for when the term MDMA began to be used which has not yet been reported on. It compares the relative frequency of the use of the terms Ecstasy and MDMA over time illustrating a change in use and language and whether Ecstasy is still an appropriate term to use.
Satya S. Chakravorty and Joseph L. Sessum
Procedures to reduce set‐up times at individual machines have beenwell documented; however, very little research has been conducted ondeveloping an effective strategy to…
Abstract
Procedures to reduce set‐up times at individual machines have been well documented; however, very little research has been conducted on developing an effective strategy to prioritize set‐up reduction procedures in a multi‐machine facility. Describes a new and innovative way – a throughput approach – to prioritize set‐up reduction procedures in a multi‐machine production system.
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James Anthony Swaim, Michael Maloni, Patrick Bower and John Mello
Sales and Operations Planning (S & OP) serves as the essential cross-functional process for organizations to match supply in the form of production, inventory, and…
Abstract
Purpose
Sales and Operations Planning (S & OP) serves as the essential cross-functional process for organizations to match supply in the form of production, inventory, and procurement with customer demand. Given recent studies revealing that S & OP is ineffective for most firms, the purpose of this paper is to investigate the critical antecedents of effective S & OP.
Design/methodology/approach
Drawing on agency theory and stewardship theory, the authors develop and test a conceptual model that includes organizational integration, organizational priorities, standardized processes, and organizational engagement. The authors apply partial least squares structural equation modeling of survey data from S & OP practitioners to test the model.
Findings
The results confirm the relationships among S & OP antecedents. Organizational integration positively influences a standardized S & OP process, and both the S & OP process and prioritization lead to stronger organizational S & OP engagement. Ultimately, organizational S & OP engagement is positively linked to enhanced operational, market, and profitability outcomes.
Practical implications
The findings create a strong practical foundation for executing S & OP. The results also reveal a formal process for operationalizing the link between organizational integration and firm performance that is espoused but not detailed in existing literature.
Originality/value
Existing research supports the potential performance impacts of S & OP but has yet to validate how to specifically operationalize S & OP.
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Scott J. Mason, Michael H. Cole, Brian T. Ulrey and Li Yan
The highly competitive electronics manufacturing marketplace demands that suppliers provide low‐cost, high‐quality products to their customers in a timely fashion. Shortened…
Abstract
The highly competitive electronics manufacturing marketplace demands that suppliers provide low‐cost, high‐quality products to their customers in a timely fashion. Shortened product life cycles and increasingly global competition have caused traditional manufacturers to focus on their company core competencies, such as product design and development, choosing to outsource the actual manufacturing of their products to contract manufacturers. Although the decision to outsource can have both positive and adverse effects on key areas of the manufacturing supply chain, one positive effect is that the manufacturer’s supply chain agility is increased. Outsourcing has caused an increase in the amount of information that is shared between supply chain partners. As a result, a greater reliance on suppliers and alliance partners has become essential for company survival. We examine the ways in which contract manufacturing has increased the agility of the electronics manufacturing supply chain.
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Robin A. Cheramie and Marcia J. Simmering
The purpose of this paper is to examine the role of situational factors in improving learning for trainees with low conscientiousness.
Abstract
Purpose
The purpose of this paper is to examine the role of situational factors in improving learning for trainees with low conscientiousness.
Design/methodology/approach
A sample of 117 employees completed a survey questionnaire in the context of a training intervention. Perceptions of conscientiousness, legitimacy, and accountability were used to predict employee learning in a training context. Moderated multiple regression was used to test the hypotheses.
Findings
Results support interactions of conscientiousness and perceived accountability to predict learning such that learners who are low in conscientiousness showed higher levels of learning when perceived accountability was considered strong than when perceived accountability was considered weak. There was no support for the proposed interaction of conscientiousness and perceived legitimacy to predict learning.
Practical implications
Results support the view that organizations should implement formal controls to increase perceived accountability and improve learning. Trainees with low conscientiousness had higher levels of learning in situations with strong accountability perceptions.
Originality/value
The study is one of the few to evaluate perceived accountability in a field study, whereas most previous research has evaluated this concept in lab experiments. Therefore, the findings support the wide range of perceived accountability that exists in most organizations. The results imply the need for more accountability controls within an organization to increase learning in a training context.
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That innovation and training essentially belong together could be so self‐evident as virtually to be a cliche. Yet, in Britain's industrial story of the past twenty‐five or thirty…
Abstract
That innovation and training essentially belong together could be so self‐evident as virtually to be a cliche. Yet, in Britain's industrial story of the past twenty‐five or thirty years, this inter‐relationship has remained a maxim more honoured in the breach than in the observance. There have been scores of new enterprises, born from enthusiastic technological innovation, surviving only for a relatively short life, to perish through commercial collapse, or at best, decay. Technological brilliance has been unsupported by adequate managerial calibre, and there was no learning of this other essential ingredient for entrepreneurial success.