Basar Oztaysi, Sezi Cevik Onar, Cengiz Kahraman and Muharrem Gok
The companies are struggling to collect invoices due to the decrease in the economic growth. This global trend does not only affect undeveloped countries, but it also has a strong…
Abstract
Purpose
The companies are struggling to collect invoices due to the decrease in the economic growth. This global trend does not only affect undeveloped countries, but it also has a strong impact on the developed countries. Improving the debt collection process become a significant element to maintain financial stability. The institutions that are specialized on collecting payments, debt collection agencies and their call centers, with their expertise in the field can improve the payment process. Yet, managing evaluating the performance of debt collection agencies is a very hard process that involves uncertainty and imprecision. Performance measurement (PM) is a combination of numerically expressed characteristics which give insight about the success or degree of accomplishment of an activity. PM can be handled in various levels such as individual, team, department or company. The aim of this study is to present a systematic and objective PM method for call centers.
Design/methodology/approach
In this study, first an exploratory approach is used to understand the call center measurement problem. Several meetings are done with the representatives of both call center firms and the parent firms that outsource debt collection process. Simultaneously, a broad literature review is conducted. An iterative approach is selected to reach deeper knowledge on the process. New meetings are planned and scope of the literature review has changed based on this iterative approach. After these steps, the problem has been considered as the multi-criteria decision-making problem since more than one criteria should be considered for evaluating the performances of call centers. The result of the literature review and the meetings with experts show that defining the weights for the criteria is very crucial for evaluating the performances accurately. Collecting human judgment for defining the weights of call center criteria necessitates dealing with vagueness and uncertainty. The intuitionistic fuzzy sets excellent tools for representing uncertainty. Interval valued intuitionistic fuzzy sets can easily represent the human judgments. Thus, in this study, an intuitionistic fuzzy multi-criteria decision making approach is used to design the proposed methodology. Incomplete interval-valued intuitionistic preference relations are used to determine the weights of the indicators aggregating linguistic evaluations of the decision makers.
Findings
The proposed approach provides an objective calculation of performance measurement. In order to provide objectivity, indicator performance functions are proposed for the first time in this study. Nine different functions and related parameters are defined to objectively measure indicator performances.
Originality/value
The paper proposes an objective and easy-to-modify approach for call-center PM, which can be used by call center managers. It presents a new fuzzy multi-criteria decision-making (MCDM) method for call center performance evaluation, which can consider the multi-experts' judgments under vagueness and impreciseness, which may be conflicting and incomplete interval-valued intuitionistic fuzzy preference relations. Also nine new functions are defined for indicator performance.
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Ayberk Soyer, Sezi Çevik Onar and Ron Sanchez
Competence-Based Management (CBM) theory and research suggest that a firm’s competence building and leveraging processes are key factors influencing its competitive success. To…
Abstract
Competence-Based Management (CBM) theory and research suggest that a firm’s competence building and leveraging processes are key factors influencing its competitive success. To achieve sustained competitive success, a firm’s competence building processes must continuously renew and extend the competences a firm has and can leverage. However, the ability of a firm to sustain strategically adequate levels of competence building – while also maintaining strategically successful competence leveraging – may be limited by various self-reinforcing managerial and organizational mechanisms that can arise from competence leveraging processes. In this paper we focus on certain managerial behaviors that may create path dependencies that lead an organization to become “locked-in” to its current competence leveraging processes and to neglect essential competence building, resulting in an inability to renew competences at a strategically adequate level and eventually in competitive failure.
In order to avoid such consequences, the management literature suggests that organizations must cultivate dynamic capabilities to overcome tendencies toward lock-in and to sustain ongoing competence building. This study investigates ways in which firms can maintain healthy competence building processes by avoiding lock-ins, especially those resulting from self-reinforcing managerial behaviors. A case study of successful competence-renewing processes in a home improvement retailing company helps to amplify the components of dynamic capabilities and to illustrate the insights that emerge from our study.
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Sezi Çevik Onar and Seçkin Polat
The objectives of this study are to reveal the relationship between strategic options and competence building processes and to investigate the effect of environmental and…
Abstract
The objectives of this study are to reveal the relationship between strategic options and competence building processes and to investigate the effect of environmental and firm-related factors on competence building. Competence building is defined as the qualitative change in firms' existing assets and capabilities; exercising strategic options may trigger this process. In this study an empirical model is developed and tested using structural equation modeling techniques. Many researchers have examined the relationship between strategic options and competence building theoretically, and this study aims to support these theoretical efforts with empirical research.
Sezi Cevik Onar, Emel Aktas, Y. Ilker Topcu and Des Doran
Motivated by a lack of studies in graduate level supply chain education, this research aims to explore trends in supply chain‐related graduate programmes in Europe and to propose…
Abstract
Purpose
Motivated by a lack of studies in graduate level supply chain education, this research aims to explore trends in supply chain‐related graduate programmes in Europe and to propose a framework for designing such programmes.
Design/methodology/approach
The authors determine “knowledge” and “skills” areas applicable to supply chain management (SCM) education and analyse supply chain‐related graduate programmes published by the European Logistics Association in 2004. They revisit the same programmes in 2011 to determine the recent situation and the trends. The authors use cluster analysis to reveal the similarities and differences among these programmes.
Findings
The authors find two distinct clusters: focused and diversified. Focused programmes offer modules in knowledge and skills areas apart from SCM at a negligible level and place more emphasis on SCM in 2011 when compared to 2004. Diversified programmes show a similar increase in the emphasis on SCM with more variety in the knowledge and skills areas.
Research limitations/implications
The authors' findings are based on SCM programmes delivered in Europe and over two discrete time periods. Future research should seek to extend this analysis to other continents with larger samples and incorporate the industry perspective to determine the potential gap between what programmes offer and what industry requires.
Practical implications
SCM‐related graduate programmes continue to redefine themselves. Clustering predominantly serves the universities in re‐assessing and re‐engineering their programmes, helps prospective graduates in their selection process and assists managers in their recruitment practices.
Originality/value
This paper establishes a baseline for assessing SCM‐related graduate programmes with respect to the knowledge and skills they offer and introduces a framework that may serve as a starting point for the design and positioning of such programmes.
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Murat Ertuğrul and Mustafa Hakan Saldi
The study is called for to eliminate the noise between the significant macro variables from the perspective of the cause-and-effect approach to indicate why and how the return of…
Abstract
Introduction
The study is called for to eliminate the noise between the significant macro variables from the perspective of the cause-and-effect approach to indicate why and how the return of solar projects is being affected by these.
Purpose
The study aims to investigate the spread between unit selling electricity prices of a monthly production of 250 KW solar project installed in Türkiye and USD/TRY.
Methodology
A relational framework is designed by drawing on the variables determined as crude oil prices, United States (US) 2-year yield, Dollar Index (DXY), USD/TRY, the annual inflation rate of Türkiye, and unit selling electricity prices. Then, a multivariate approach is performed through Matlab to analyse the correlational relationships and structure the curve estimation models.
Findings
The observations show that the gradually rising spread between unit selling electricity price and USD/TRY signals the reduction in return-on-investment rate of solar energy projects because of the particular causes of the European energy crisis by the reason of Russia and Ukraine war and escalating risks in DXY and US treasury yields as a result of federal fund rate hikes against inflationary pressures. Solar energy investments are delicate instruments to global oil shocks and higher DXY in controlling Inflation and currency volatility; therefore, resilient policies should solicit the demand because of environmental and economic reasons to reduce the external dependency of Türkiye.
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Part I of this issue begins with a paper by Colin Eden and Fran Ackermann on “Competences, distinctive competences, and core competences.” Eden and Ackermann draw on their…
Abstract
Part I of this issue begins with a paper by Colin Eden and Fran Ackermann on “Competences, distinctive competences, and core competences.” Eden and Ackermann draw on their extensive work with top management teams in workshops focused on identifying the competences of an organization. They describe an interactive process of engagement with managers through which an organization's competences are identified, some of which are further judged to be “distinctive competences” of the organization. Analysis of the interrelationships among a firm's identified competences then leads to the discovery of a pattern of competence interactions in which some competences appear to be at the “core” of the organizations distinctive competences. The paper presents an interesting perspective on how the capabilities and competences of a firm are often interrelated in ways that invite special attention and development by managers. Further, the paper explains the systems methodology that the authors have developed for use with managers to help identify and assess an organization's competences.
Ashish Malik, Pawan Budhwar and N. R. Srikanth
This chapter begins by exploring the critical tenets of strategic human resource management (SHRM) and then discusses what the study and practice of SHRM needs to do in a new era…
Abstract
This chapter begins by exploring the critical tenets of strategic human resource management (SHRM) and then discusses what the study and practice of SHRM needs to do in a new era of sharing economy and artificial intelligence (AI) for delivering successful business and individual employee performance in a new world of technological disruptions in work and employment. Using examples from popular platforms such as Airbnb, Uber, Ola, Zomato and Swiggy in India, to name a few, this chapter illustrates the changing ways of how non-standard employees are managed in the Fourth Industrial Revolution (4IR) through the use of technology platforms and apps, including the specific use of AI, in implementing a number of these changes. We highlight the need for new skills and knowledge by HR professionals to successfully engage in the new and brave world of AI-based technological disruption that we are all facing.