Anthony Alexander, Maneesh Kumar, Helen Walker and Jon Gosling
Food sector supply chains have significant negative environmental impacts, including the expansion of global food commodity production, which is driving tropical deforestation – a…
Abstract
Purpose
Food sector supply chains have significant negative environmental impacts, including the expansion of global food commodity production, which is driving tropical deforestation – a major climate and biodiversity problem. Innovative supply chain monitoring services promise to address such impacts. Legislation also designates “forest-risk commodities”, demanding supply chain due diligence of their provenance. But such data alone does not produce change. This study investigates how theory in performance measurement and management (PMM) can combine with sustainable supply chain management (SSCM) and decision theory (DT) via case study research that addresses paradoxes of simplicity and complexity.
Design/methodology/approach
Given existing relevant theory but the nascent nature of the topic, theory elaboration via abductive case study research is conducted. Data collection involves interviews and participatory design workshops with supply chain actors across two supply chains (coffee and soy), exploring the potential opportunities and challenges of new deforestation monitoring services for food supply chains.
Findings
Two archetypal food supply chain structures (short food supply chains with high transparency and direct links between farmer and consumer and complex food supply chains with highly disaggregated and opaque links) provide a dichotomy akin to the known/unknown, structured/unstructured contexts in DT, enabling novel theoretical elaboration of the performance alignment matrix model in PMM, resulting in implications for practice and a future research agenda.
Originality/value
The novel conceptual synthesis of PMM, SSCM and DT highlights the importance of context specificity in developing PMM tools for SSCM and the challenge of achieving the general solutions needed to ensure that PMM, paradoxically, is both flexible to client needs and capable of replicable application to deliver economies of scale. To advance understanding of these paradoxes to develop network-level PMM systems to address deforestation impacts of food supply chains and respond to legislation, a future research agenda is presented.
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Simon Snowden, John Spafford, Roula Michaelides and John Hopkins
To provide a case study in the implementation of mobile technologies in an operations management environment, and viewed through a model for technology acceptance.
Abstract
Purpose
To provide a case study in the implementation of mobile technologies in an operations management environment, and viewed through a model for technology acceptance.
Design/methodology/approach
This is an assessment of the technology acceptance model (TAM) through action research, a practical implementation based upon understandings developed in the TAM.
Findings
Provides fresh data to further develop the TAM, shedding light on some of the factors expounded within TAM, and their relationships.
Research limitations/implications
This is not the empirical research required to fully validate the TAM, but is useful in terms of investigating its various features within a detailed case study. It is also useful in terms of the project management implications for the implementation of new technologies.
Practical implications
Useful for those looking at the practical implementation of mobile technologies in an operations environment, and highlights the role of technology acceptance in the project management process.
Originality/value
This paper fulfils an important role in helping to validate the TAM developed by other researchers.
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We read and hear frequently about the role of vision in leadership. Standards for leadership education programs typically emphasize vision as a core component of leadership…
Abstract
We read and hear frequently about the role of vision in leadership. Standards for leadership education programs typically emphasize vision as a core component of leadership education and published accounts of successful leadership usually extol the leader’s vision. Given the prevalence of this term in discourse on leadership, it is surprising how little literature exists with specific discussions of how to teach it. In this article I discuss the potential of problem-based pedagogy for teaching the concept of vision. This paper draws on literature, theory, and my professional experience as a faculty member for 20 years in a graduate-level education leadership program.
Anthony Alexander, Helen Walker and Mohamed Naim
– This study aims to aid theory building, the use of decision theory (DT) concepts in sustainable supply chain management (SSCM) research is examined.
Abstract
Purpose
This study aims to aid theory building, the use of decision theory (DT) concepts in sustainable supply chain management (SSCM) research is examined.
Design/methodology/approach
An abductive approach considers two DT concepts, Snowden’s Cynefin framework for sense-making and Keeney’s value-focussed decision analysis, in a systematic literature review of 160 peer-reviewed papers in English.
Findings
Around 60 per cent of the papers on decision-making in SSCM come from operational research (OR), which makes explicit use of DT. These are almost all normative and rationalist and focussed on structured decision contexts. Some exceptions seek to address unstructured decision contexts via Complex Adaptive Systems or Soft Systems Methodology. Meanwhile, a second set, around 16 per cent, comes from business ethics and are empirical, behavioural decision research. Although this set does not explicitly refer to DT, the empirical evidence here supports Keeney’s value-focussed analysis.
Research limitations/implications
There is potential for theory building in SSCM using DT, but the research only addresses SSCM research (including corporate responsibility and ethics) and not DT in SCM or wider sustainable development research.
Practical implications
Use of particular decision analysis methods for SSCM may be improved by better understanding different decision contexts.
Social implications
The research shows potential synthesis with ethical DT absent from DT and SCM research.
Originality/value
Empirical behavioural decision analysis for SSCM is considered alongside normative, rational analysis for the first time. Value-focussed DT appears useful for unstructured decision contexts found in SSCM.
Originality/value
Empirical, behavioural decision analysis for SSCM is considered alongside normative rational analysis for the first time. Value-focussed DT appears useful for unstructured decision contexts found in SSCM.
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Anthony Alexander, Maneesh Kumar and Helen Walker
The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of…
Abstract
Purpose
The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of volatility, uncertainty, complexity and ambiguity in the business environment, which are identified as barriers to effective PMM.
Design/methodology/approach
A review of decision theory and PMM literature establishes the Cynefin framework as the basis for extending the performance alignment matrix. Case research with seven companies explores the relationship between two concepts under-examined in the performance alignment matrix – internal dominant logic (DL) as the attribute of organisational culture affecting decision making, and the external environment – in line with the concept of alignment or fit in PMM. A focus area is PMM related to sustainable operations and sustainable supply chain management.
Findings
Alignment between DL, external environment and PMM is found, as are instances of misalignment. The Cynefin framework offers a deeper theoretical explanation about the nature of this alignment. Other findings consider the nature of organisational ownership on DL.
Research limitations/implications
The cases are exploratory not exhaustive, and limited in number. Organisations showing contested logic were excluded.
Practical implications
Some organisations have cultures of predictability and control; others have cultures that recognise their external environment as fundamentally unpredictable, and hence there is a need for responsive, decentralised PMM. Some have sought to change their culture and PMM. Being attentive to how cultural logic affects decision making can help reduce the misalignment in PMM.
Originality/value
A novel contribution is made by applying decision theory to PMM, extending the theoretical depth of the subject.
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Mohamed M. Naim and Jonathan Gosling
The systems approach is an exemplar of design science research (DSR), whereby specific designs yield generic knowledge. DSR is increasingly being adopted in logistics and…
Abstract
Purpose
The systems approach is an exemplar of design science research (DSR), whereby specific designs yield generic knowledge. DSR is increasingly being adopted in logistics and operations management research, but many point to neglect of the human aspects of solutions developed. The authors argue that it is possible to look back at the history of the systems movement to seek precedent for ‘dealing’ with the social components, providing a methodologically pluralistic ‘research design’ framework. Thereby, systems approaches are foundational to providing a design-based ‘science’ to progressing the logistics and supply chain management field, dealing with contemporary topics such as resilience.
Design/methodology/approach
The authors undertake a discursive assessment of relevant streams of engineering, social science and systems research, with a conceptual development of how the latter influences supply chain design approaches.
Findings
Building on a phenomenological framework, the authors create a generic design science research design (DSRD) that enables researchers to choose and integrate the right tools and methods to address simple, complicated and complex problems, dealing with technological, process and social problems.
Research limitations/implications
The DSRD provides a framework by which to exploit a range of methodological stances to problem solving, including quantitative modelling perspectives and ‘soft’ systems social science approaches. Four substantive gaps are identified for future research – establishing the root cause domain of the problem, how to deal with the hierarchy of systems within systems, establishing appropriate criteria for the solution design and how best to deal with chaotic and disordered systems.
Originality/value
The authors argue that the systems approaches offer methodological pluralism by which a generic DSRD may be applied to enhance supply chain design. The authors show the relevance of the DSRD to supply chain design problems including in reducing supply chain dynamics and enhance resilience. In doing so, the study points towards an integrated perspective and future research agenda for designing resilient supply chains.
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Jane Elisabeth Frisk and Frank Bannister
This study aims to examine the application of design thinking to complex decision-making processes in local government and to link the design thinking to the theoretical work of…
Abstract
Purpose
This study aims to examine the application of design thinking to complex decision-making processes in local government and to link the design thinking to the theoretical work of leading thinkers in decision-making.
Design/methodology/approach
This study uses multiple case studies, including non-participant observation, group discussions, semi-structured interviews, presentations and questionnaires.
Findings
For complex decisions, design thinking can contribute to more effective decision-making by expanding the range of solutions considered, people consulted and involved, sources of data/information and decision tools as well as in achieving buy-in to the eventual decision.
Research limitations/implications
The principal limitations include that this is one study in one country and in the public sector. There were some practical problems with external factors disrupting two of the cases, but these do not affect the findings. The principal implication is that by adopting a design thinking approach to complex decision-making, the quality of decision-making and decisions can be significantly improved.
Practical implications
When it comes to complex decisions, organisations can improve the quality of both their decision-making processes and their decisions by adopting and implementing ideas and insights from design thinking.
Social implications
For local authorities, a design approach can enhance the quality of the services provided by local authorities to citizens in particular in better meeting the needs of users and other stakeholders and in opening up better lines of communications between officials and citizens.
Originality/value
This research was based on an initiative in Swedish local government and its first implementation in practice. The authors are not aware of any similar study done elsewhere.
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This article investigates the deep relation between knowledge management and decision‐making process. Strategy process is concerned with decisions that influence firm’s strategic…
Abstract
This article investigates the deep relation between knowledge management and decision‐making process. Strategy process is concerned with decisions that influence firm’s strategic position. This research tries to link how knowledge management influences these decisions that influence the position. If we can understand what are the knowledge’s modes of integration used over the different phases of the strategy‐making process, we can act on these modes more efficiently. Based on a qualitative research developed with 92 firms over the last four years, we study and classify how firms implement knowledge management (what we named knowledge management strategies (KMS)) and their impacts on the different phases of the decision‐making process in complex situations. For this second stage we analyze 14 decision‐making processes. The model is based on the Simon’s works and is built around the three phases: intelligence, conception, and selection. We describe knowledge’s transformations over this model and the role of each KMS in each phase. This paper demonstrates that knowledge types as well as knowledge management strategies have different roles regarding the phase of the process.