Craig R. Carter and Thomas E. Hendrick
Firms have shifted their competitive emphasis from quality in the 1980s to time in the 1990s. While initially, managers concentrated on reducing manufacturing cycle time, recently…
Abstract
Firms have shifted their competitive emphasis from quality in the 1980s to time in the 1990s. While initially, managers concentrated on reducing manufacturing cycle time, recently managers and researchers have come to realize that manufacturing accounts for only a small proportion of total cycle time. Managers and academics have also recently realized that purchasing and supply management can play a critical role in reducing total cycle times. A time delay made at this early stage will ripple throughout the remainder of the organization as well as the entire supply chain. Combines the findings from practitioner interviews, existing time‐based research, and the literature from organizational behaviour to develop a grounded model of organizational factors that impact the adoption of time‐based strategies and tactics by a firm’s purchasing and supply management functions. Uses a survey instrument to empirically complement the statistical findings. Discusses the results and implications from the model testing and suggests avenues for future research.
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George A. Zsidisin, Jeffrey A. Ogden, Thomas E. Hendrick and Mark A. Clark
It is increasingly accepted that the chief purchasing officer (CPO), as the highest ranking member of the purchasing and supply management (PSM) function, is a resource that can…
Abstract
It is increasingly accepted that the chief purchasing officer (CPO), as the highest ranking member of the purchasing and supply management (PSM) function, is a resource that can add strategic value to the firm. Delineating the organizational and human capital factors that determine CPO compensation packages can help firms maintain their competitive advantage by attracting and retaining talent in this position. Although an extensive literature base examines executive compensation, such research at levels below the CEO is sparse. Based on the rich literature discussing executive compensation as well as a survey of Fortune 500 CPOs, examines the influence of organizational and human capital on CPO compensation from a resource‐based view of the firm. The organizational capital characteristics of annual sales, purchases as a percent of sales, and the number of reporting levels between the CPO and CEO were found to influence CPO compensation significantly. Somewhat surprisingly, CPO age was the only human capital factor of those tested (years in PSM, education level, CPM certifications) that significantly influenced compensation.
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George A. Zsidisin and Thomas E. Hendrick
Purchasing and supply chain management have a critical role, and significant influence, in a firm’s environmental performance. This study explores the extent of involvement that…
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Purchasing and supply chain management have a critical role, and significant influence, in a firm’s environmental performance. This study explores the extent of involvement that purchasing managers in Germany, the UK, and the USA have in environmental issues, versus the level they believe they should have. The environmental issues addressed in this paper are: hazardous materials, investment recovery, product design, and supply chain relationships. Overall findings suggest that purchasing managers want greater levels of participation in these environmental issues. The study also describes differences according to country. Future research is suggested to explore how purchasing managers can influence the supply chain to improve corporate environmental performance.
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Robert J. Antonio is Professor of Sociology at the University of Kansas, Lawrence, Kansas, USA. His e-mail address is anto@falcon.cc.ukans.eduArmando Bartra is a Sociologist…
Abstract
Robert J. Antonio is Professor of Sociology at the University of Kansas, Lawrence, Kansas, USA. His e-mail address is anto@falcon.cc.ukans.eduArmando Bartra is a Sociologist, Historian, and President of the Instituto Maya, in Mexico City, Mexico. The Instituto Maya has worked for the past 30 years with peasant and indigenous groups on leadership, capacity building, micro-credit, and related rural development projects. His e-mail address is circo@laneta.apc.orgMichael Mayerfeld Bell is Associate Professor of Rural Sociology at the University of Wisconsin-Madison, Madison, Wisconsin, USA, and Collaborating Associate Professor of Sociology at Iowa State University, Ames, Iowa, USA. His e-mail address is michaelbell@wisc.eduGisela Landázuri Benı́tez teaches Rural Development at the Universidad Autónoma Metropolitana, Xochimilco, Mexico City, Mexico. Her e-mail address is giselalb@prodigy.net.mxAlessandro Bonanno is Professor of Sociology and Chair of Sociology at Sam Houston State University in Huntsville, Texas, USA. His e-mail address is soc_aab@shsu.eduLawrence Busch is University Distinguished Professor of Sociology at Michigan State University, East Lansing, Michigan, USA. He is also Director of the Institute for Food and Agricultural Standards, and a Past President of the Rural Sociological Society. His e-mail address is Lawrence.Busch@ssc.msu.eduJorge Calbucura is a Senior Researcher at the Department of Sociology at the University of Uppsala, Sweden. His e-mail address is Jorge.Calbucura@soc.uu.seMaria del Mar Delgado is Assistant Professor of Rural Development at the Department of Economics, Sociology, and Agriculture Policy, University of Cordoba, Cordoba, Spain. She is a member of the Rural Development Team at the University of Cordoba. Her e-mail address is mmdelgado@uco.esCornelia Butler Flora is Charles F. Curtiss Distinguished Professor of Agriculture and Professor of Sociology at Iowa State University, Ames, Iowa, USA. She is also Director of the North Central Regional Center for Rural Development and a Past President of the Rural Sociological Society. Her e-mail address is cflora@iastate.eduRosemary Elizabeth Gali is the coordinator of the Sociology Module of the Master’s Program in Development Management sponsored by the International Labour Organization (ILO) and the University of Torino, Italy. She has worked as a consultant for most of the major development agencies and was an adviser to the government of Mozambique during the 1990s. Her e-mail address is gallirose@hotmail.comFred T. Hendricks is Professor and Head of Department at the Department of Sociology, Rhodes University, Grahamstown, South Africa. He is also Managing Editor of the African Sociological Review. His e-mail address is f.hendricks@ru.ac.zaSusie Jacobs is Senior Lecturer at the Department of Sociology of Manchester Metropolitan University, Manchester, United Kingdom. She is co-director of the Institute of Global Studies there. Her e-mail address is s.jacobs@mmu.ac.ukThomas A. Lyson is Professor in the Department of Rural Sociology, Cornell University, Ithaca, New York, USA. He is also Director of Cornell’s Community, Food, and Agriculture Program, and a past editor of the journal Development Sociology. His e-mail address is tal2@cornell.eduLois Wright Morton is Assistant Professor of Sociology at Iowa State University, Ames, Iowa, USA. Her e-mail address is lwmorton@iastate.eduEduardo Ramos is Associate Professor at the Department of Economics, Sociology, and Agriculture Policy, University of Cordoba, Cordoba, Spain. He is also Head of the Co-operation for Development Chair. He is a member of the Rural Development Team at the University of Cordoba. His e-mail address is eduardo.ramos@uco.es
Hugo K.S. Lam, Li Ding, T.C.E. Cheng and Honggeng Zhou
The purpose of this paper is to theoretically hypothesize and empirically test the impact of 3D printing (3DP) implementation on stock returns. It further explores how the stock…
Abstract
Purpose
The purpose of this paper is to theoretically hypothesize and empirically test the impact of 3D printing (3DP) implementation on stock returns. It further explores how the stock returns due to 3DP implementation vary across different industry environments.
Design/methodology/approach
This paper integrates the dynamic capabilities view with contingency theory to provide a contingent dynamic capabilities (CDC) perspective on 3DP implementation. It argues that implementing 3DP enables firms to enhance their manufacturing capabilities and gain a competitive advantage, but the extent to which the competitive advantage can be realized is contingent on the fit between 3DP-enhanced manufacturing capabilities and firms’ operating environments. Those arguments are tested based on an event study of 232 announcements of 3DP implementation made by US publicly listed firms between 2010 and 2017.
Findings
The event study results show that firms implementing 3DP gain higher stock returns compared with their non-implementation industry peers over two years after the implementation. Such stock returns due to 3DP implementation are more pronounced for firms operating in more munificent, more dynamic and less competitive industry environments. Those findings are consistent with the CDC perspective.
Originality/value
This is the first research empirically examining the impact of 3DP implementation on stock returns. It provides important implications for managers to implement 3DP to enhance firms’ manufacturing capabilities and for researchers to study 3DP implementation from the CDC perspective.
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John F. Sacco and Gerard R. Busheé
This paper analyzes the impact of economic downturns on the revenue and expense sides of city financing for the period 2003 to 2009 using a convenience sample of the audited end…
Abstract
This paper analyzes the impact of economic downturns on the revenue and expense sides of city financing for the period 2003 to 2009 using a convenience sample of the audited end of year financial reports for thirty midsized US cities. The analysis focuses on whether and how quickly and how extensively revenue and spending directions from past years are altered by recessions. A seven year series of Comprehensive Annual Financial Report (CAFR) data serves to explore whether citiesʼ revenues and spending, especially the traditional property tax and core functions such as public safety and infrastructure withstood the brief 2001 and the persistent 2007 recessions? The findings point to consumption (spending) over stability (revenue minus expense) for the recession of 2007, particularly in 2008 and 2009.