Allen N. Shub and Peter W. Stonebraker
The purpose of this paper is to contrast traditional transaction‐based supply chain strategies with emerging relationship‐based strategies in human resource and organizational…
Abstract
Purpose
The purpose of this paper is to contrast traditional transaction‐based supply chain strategies with emerging relationship‐based strategies in human resource and organizational areas.
Design/methodology/approach
A theoretical framework is proposed based on the relationship of human resource variables (staffing, training, evaluation, and compensation) and organization variables (structure, culture, and empowerment strategies) with supply chain integration and performance.
Findings
A model is presented of the relationship of human resource and organization variables with supply chain integration and performance. Propositions are posited and conclusions are noted with suggestions for further research.
Research limitations/implications
The paper is clearly only theoretical. Much empirical testing is yet to be done.
Originality/value
The paper is among the first to focus the relationships of human resource strategies and organization variables with supply chain integration and performance. While the structuring and measurement of integrated global supply chain flows, particularly of the “hard” products, services, and information, are well established, much less is understood concerning the contribution of such “soft” areas as human resource management activities and organization variables.
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Peter W. Stonebraker and Helen LaVan
Pay inequity based on gender arguably persists as the compensation issue with the most impact this half century. Oft‐cited evidence is that full‐time employed women are paid less…
Abstract
Pay inequity based on gender arguably persists as the compensation issue with the most impact this half century. Oft‐cited evidence is that full‐time employed women are paid less than two‐thirds the compensation of comparable male colleagues, a statistic which has not changed markedly for 50 years. Although pay differentials based on gender are not unique to the United States, a comparison with Canada and four European countries suggest that the US has a wider pay differential.
The key to effective management in times of tumult is organisation fit — the integration or congruence of the organisation. Tumult increases the need to manage the two major areas…
Abstract
The key to effective management in times of tumult is organisation fit — the integration or congruence of the organisation. Tumult increases the need to manage the two major areas of fit more closely — organisation domain and external environment. Fit must be considered with equal emphasis in the short, mid and long term. An on‐going, strategic assessment of organisational fit is needed. The nature of the change process and the change variables must be identified. There are six ways that management can intervene between change variables to enhance their fit and four organisation interfaces which are directed towards adaptation to the external environment. This multi‐level change typology identifies three methods of directly managing organisation fit — intrusion, interface and intervention. These methods are discussed and interventions and interfaces described.
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Peter W. Stonebraker and Pricha Pantumsinchai
The effects of trading day adjustment techniques to improveforecasting accuracy are investigated. The results of forecasting fromdirectly generated monthly data are compared with…
Abstract
The effects of trading day adjustment techniques to improve forecasting accuracy are investigated. The results of forecasting from directly generated monthly data are compared with those of transformed (trading day adjusted) data. Conclusions are offered towards the development of a trading day adjustment model.
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Peter W. Stonebraker and Jianwen Liao
Though supply chain integration has emerged in the past several decades as a major foundation for corporate competitiveness, there is a paucity of research devoted to the theory…
Abstract
Though supply chain integration has emerged in the past several decades as a major foundation for corporate competitiveness, there is a paucity of research devoted to the theory linking the corresponding strategic management notion of vertical integration with the applied concept of supply chain integration. Built on the work of Harrigan, this paper delineates supply chain integration as a multidimensional construct and proposes a model in which environmental turbulence and strategic orientation have a direct impact on the degree, stages, and breadth of supply chain integration. Contributions, limitations, and implications are offered.
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Peter W. Stonebraker and Jianwen Liao
This conceptual paper aims to examine the notion that supply chain integration is an extension and application of vertical integration theory.
Abstract
Purpose
This conceptual paper aims to examine the notion that supply chain integration is an extension and application of vertical integration theory.
Design/methodology/approach
The paper initially defines a foundation in the supply chain and vertical integration literature, with particular attention to the seminal works of Harrigan in vertical integration and Hayes and Wheelwright in product life cycles. The paper then offers an assessment of the state of the supply chain integration literature. Subsequently, the stage of product/process life cycle and environmental variables such as complexity and munificence are examined in detail and are the basis for the theoretical model and propositions.
Findings
This study argues that the stage of life cycle variables is associated with the various dimensions of supply chain integration, and that environmental complexity and munificence have significant moderating effects on the relationships. The paper posits that, for efficiency and success, a strategic fit must exist between environmental, strategic and operations variables, and that specific dimensions of integrative effort are appropriate for given situations. That fit would attenuate bullwhip inefficiencies, either of inventories and other mechanical decisions, or of the less tangible human and structural interaction.
Originality/value
As such, this paper represents a cross‐functional and interdisciplinary approach to operations and strategic management theory by identifying and facilitating appropriate operations decisions pertaining to the contingencies of the supply chain.
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Peter W. Stonebraker, Joel Goldhar and George Nassos
There is significant anecdotal evidence of increasing global supply chain fragility; and, for this reason, robustness and operational sustainability are of notable concern to…
Abstract
Purpose
There is significant anecdotal evidence of increasing global supply chain fragility; and, for this reason, robustness and operational sustainability are of notable concern to senior executives. Though the issues are myriad, four factors dominate these concerns: increasing complexity of products, processes, and technologies, increasing structural complexity of supply chains, increasing diversity and global nature of business systems, and the environmental costs and impacts of extended supply chains. This paper aims to focus on these factors.
Design/methodology/approach
This conceptual, theoretical paper differentiates corporate sustainability and operational robustness in terms of profitability and costs, then defines and develops internal, external, and uncontrollable fragility factors. A process that measures and integrates these factors is proposed for brainstorming and decision making. Additionally, methods to represent and compare alternatives, progress against internal or external targets, and industry goals or known competitor values are offered.
Findings
This study describes and demonstrates an easy‐to‐implement process to address the potentially disastrous consequences of supply chain fragility.
Practical implications
This study offers both academicians and practitioners a model to research, assess, and identify the risks and costs of current levels of supply chain fragility and to weigh various solutions.
Originality/value
Unfortunately, few research efforts define these issues or identify the associated risks. Further, little has been put forward to posit, model, and facilitate the practical decision process to address these factor relationships. To these ends, the paper proposes a “fragility index” to help supply chain managers assess sources and potential costs of fragility, sustainability, and the associated environmental stress in their supply chains.
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Ray W. Coye and Peter W. Stonebraker
Examines the pervasiveness of personal computers (PCs) in business whichhas encouraged expanded use in the business‐school environment. Althoughthe incorporation of computers in…
Abstract
Examines the pervasiveness of personal computers (PCs) in business which has encouraged expanded use in the business‐school environment. Although the incorporation of computers in education increases realism and facilitates computation, there are divergent views on the extent to which their use enhances learning. Considers issues relevant to the introduction of personal computers in the college teaching environment and reports results of a study which evaluated learning outcomes of groups using traditional methods and those using personal computers in the teaching of production operations management. No differences in learning outcomes were found, suggesting that caution is in order when considering the nature and intensity of PC implementation programs in the education setting.
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Peter W. Stonebraker and Rasoul Afifi
Despite years of research and application, integrated supply chains remain dynamic, multifaceted, and often misunderstood entities. However, in many environments the potential for…
Abstract
Despite years of research and application, integrated supply chains remain dynamic, multifaceted, and often misunderstood entities. However, in many environments the potential for process improvement remains. This paper categorizes four historical phases of supply chain development and classifies distinct supply chain strategies that are appropriate for each environment. These historical phases of the emergence of the supply chain are then equated to those of processes, facilities, businesses, and industries. A successful supply chain integration effort is then posited to depend on long‐, mid‐, and short‐term strategies and tactics that balance the differentiation of serial supply chain activities and the integrative effort applied. These relationships offer academics and practitioners a contingency perspective of supply chains and a model to define and anticipate supply chain situations as well as mechanisms to develop appropriate responses.
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Peter W. Stonebraker and James E. Hazeltine
This study defines, examines, and measures the effectiveness of a corporate virtual learning program. Initially, distinctions between traditional and virtual learning and…
Abstract
This study defines, examines, and measures the effectiveness of a corporate virtual learning program. Initially, distinctions between traditional and virtual learning and university and corporate programs are defined. Then, based on the literature, an integrative model of the perceived effectiveness of a virtual learning environment is developed and examined. The demographics, perceptions, and success of participants in a practitioner certification instruction program sponsored by a Fortune 50 firm are found to be related to persistence and success in the program, as well as to the effectiveness of knowledge transfer. Conclusions and recommendations for further study are offered.