Comparing the factors that influence the adoption of CPFR by retailers and suppliers

2016 ◽  
Vol 27 (3) ◽  
pp. 931-946 ◽  
Author(s):  
Hsin-Pin Fu
Keyword(s):  
Relationship Building ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
Organizational Issues ◽  
Top Managers ◽  
Technological Issue ◽  
Hierarchy Process ◽  
Practical Implications ◽  
Food Manufacturer

Purpose The purpose of this paper is to compare the factors that influenced the adoption of a Collaborative Planning, Forecasting, and Replenishment (CPFR) model by a retailer that is a lifestyle accessories chain, and a supplier that is a food manufacturer. Design/methodology/approach The study started with the construction of a questionnaire based on the factors of the theoretical framework of a Technology-Organization-Environment that were discovered through a literature review and distribution of the questionnaire to experts. The fuzzy analytical hierarchy process method was used to determine the weights (importance) of these factors. Findings The study found that among the top ten factors, two are the same for both the retailer and the supplier – “partner trust and communication,” and “support of top managers” – while the other factors differ. In addition, it was found that the supplier pays more attention to the environmental issues, while the retailer focuses on organizational issues when introducing a CPFR model. Practical implications This study offers five practical implications for the successful adoption of a CPFR model: first, top management support and trusting relationship building are important factors for both the retailer and the supplier; second, adoption of CPFR is a management issue, rather than a technological issue; third, retailers lead more successfully; fourth, a careful selection of collaborative partners is essential; and finally, an innovative model should be constructed. Originality/value The results can serve as a reference to help enterprises to better allocate their resources, according to the weights of the important adoption factors when they are formulating their strategies for the adoption of CPFR. Decisions based upon this guideline can increase the success rate of CPFR adoptions and can ensure better allocation of resources.

E-procurement in small and medium sized enterprises; facilitators, obstacles and effect on performance

2019 ◽  
Vol 27 (2) ◽  
pp. 839-866
Author(s):  
Cristóbal Sánchez-Rodríguez ◽  
Angel Rafael Martínez-Lorente ◽  
David Hemsworth
Keyword(s):  
Business Performance ◽  
Design Methodology ◽  
Top Management ◽  
Process Performance ◽  
Management Support ◽  
Content Type ◽  
Procurement Process ◽  
Top Management Support ◽  
Strategic Purchasing ◽  
Practical Implications

Purpose The purpose of this paper is to analyze e-procurement in small and medium-sized enterprises (SMEs) and its relationship with top management support, IT obstacles and strategic purchasing and the effect of e-procurement on performance (procurement performance and business performance). Design/methodology/approach The hypotheses were tested using a sample of 199 managers from SMEs in manufacturing. Findings The results indicated a significant relationship between e-procurement in SMEs and top management support, IT obstacles and strategic purchasing. Similarly, the authors found a positive relationship between e-procurement and procurement process performance and business performance. Practical implications The findings stress to SME managers, the need to pay attention to top management support, IT obstacles and strategic purchasing when implementing e-procurement. Similarly, it provides evidence of the benefits of e-procurement on procurement process performance and business performance. Originality/value This study fills a gap in the literature regarding e-procurement in SMEs and its impact on performance. SMEs constitute a significant part of today’s economies and e-procurement can significantly impact the performance of these organizations.

Developing human resource for the digitization of logistics operations: readiness index framework

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anchal Gupta ◽  
Rajesh Kr Singh ◽  
Shivam Gupta
Keyword(s):  
Fuzzy Ahp ◽  
Organizational Factors ◽  
Organization Culture ◽  
Management Support ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Top Management Support ◽  
Logistics Company ◽  
The Right ◽  
Hierarchy Process

PurposeThe purpose of this study is to identify factors that are important for logistics organizations from the perspective of manpower readiness for digitization of logistics operations. The study also prioritizes the identified factors and also evaluates the readiness index of manpower for the digitalization of logistics processes.Design/methodology/approachThe factors for manpower readiness are identified through literature review and analysis of a case study. Three major categories of factors are identified. These are organizational, behavioural and technological factors. Under these three major categories of factors, 18 sub-factors are identified. Thereafter, with experts' inputs, the factors are prioritized using Fuzzy analytic hierarchy process (AHP). Further, a case illustration of an Indian logistics company has been taken to understand the current processes, technical capabilities, manpower skills and organization culture. After the case analysis and expert inputs, the manpower readiness index has been evaluated by using graph theory matrix approach (GTMA).FindingsThe prioritization of manpower readiness factors has been done using Fuzzy AHP. Organizational factors are found to be the most important factors which require quick attention. Sub-factors that are most important for building competencies in the logistics sector are providing the right training on functional skill development (0.129), top management support and commitment for digitalization (0.117), and organizational culture for process digitalization (0.114), etc. Finally, framework for evaluation of manpower readiness index for logistics operations in the digital age has been illustrated for a case company.Practical implicationsIndian logistics companies can benchmark their readiness index with respect to the best in the industry. Based on the readiness index, logistics companies can analyse their position, gaps from best and worst and can also identify potential areas for improvement.Originality/valueThe novelty of the study lies in the development of a framework for manpower readiness for digitalization in the logistics sector. In literature, this field is very less researched and provides the scope for developing strategies for improving manpower competencies for Industry 4.0. Logistics companies can improve their performance by making their manpower ready based on results obtained for readiness index.

The relationship between project governance mechanisms and project success

2019 ◽  
Vol 13 (7) ◽  
pp. 1496-1521 ◽  
Author(s):  
Raymond Young ◽  
Wenxin Chen ◽  
Ali Quazi ◽  
Warren Parry ◽  
Adrian Wong ◽  
...  
Keyword(s):  
Project Success ◽  
Governance Mechanism ◽  
Management Support ◽  
Governance Mechanisms ◽  
Content Type ◽  
Top Management Support ◽  
Project Governance ◽  
Top Managers ◽  
Secondary Industry ◽  
Project Lifecycle

Purpose Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success. Design/methodology/approach This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses. Findings The results found five project governance mechanisms (Vision, Change, Sponsor, KPI and Monitor) significantly correlate with project success and are effective at different stages in the project lifecycle. Originality/value Earlier research has found a relationship between project governance and project success but it has not been specific enough to guide top managers in practice. This is the first research to take this next step and identify project governance mechanisms that correlate with project success. One finding of this research that has particular value is the identification of when in the project lifecycle a particular governance mechanism is most effective.

The acceptance of newly introduced HR practices

2015 ◽  
Vol 36 (3) ◽  
pp. 334-353 ◽  
Author(s):  
Luigi Stirpe ◽  
Jaime Bonache ◽  
Jordi Trullen
Keyword(s):  
Supervisor Support ◽  
Top Management ◽  
Unique Contribution ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
Hr Practices ◽  
Top Managers ◽  
Employee Acceptance ◽  
Innovation Climate

Purpose – HR practices are only effective if they are well accepted by employees. The purpose of this paper is to explore the effect of two forms of support on the acceptance of newly introduced HR practices (NHRPs): that of top managers and of supervisors. In addition, the authors analyze how these two forms of support work in conjunction with one another. The authors argue that a lack of consistency between the two impairs NHRP acceptance. The authors also explore variations in acceptance under different organizational climates. Design/methodology/approach – The analysis is based on an original sample of 307 employees from nine multinational companies operating in Spain. Multilevel regression analysis is used to test the hypotheses. Findings – The authors found that top management support, supervisor support, and innovation climate are all predictors of NHRP acceptance. The authors also found that low supervisor support reduces the effect of top management support. Finally, the authors found that innovation climate is not a substitute for management and supervisor support. Practical implications – The findings suggest that top management and supervisor behavior is critical to gaining employee acceptance of NHRPs, no matter how well designed such practices are or how well they address the needs of the organization and its employees. The findings also indicate that top managers and supervisors should coordinate the introduction of NHRPs, since employees perceive support signals from these two agents not only individually but also in conjunction. Originality/value – Recognizing that employee acceptance is an important determinant of the effectiveness of HR practices, the authors make a unique contribution to the literature by investigating some critical contextual enablers of acceptance.

Predicting SMEs' adoption of enterprise systems

2009 ◽  
Vol 22 (1/2) ◽  
pp. 10-24 ◽  
Author(s):  
Boumediene Ramdani ◽  
Peter Kawalek ◽  
Oswaldo Lorenzo
Keyword(s):  
Enterprise Systems ◽  
Marketing Strategies ◽  
Relative Advantage ◽  
Management Support ◽  
Content Type ◽  
Business Context ◽  
Top Management Support ◽  
Factors Influencing ◽  
Organisational Factors ◽  
Practical Implications

PurposeThe purpose of this paper is to develop a model that can be used to predict which small to medium‐sized enterprises (SMEs) are more likely to become adopters of enterprise systems (ERP, CRM, SCM and e‐procurement).Design/methodology/approachDirect interviews were used to collect data from a random sample of SMEs located in the Northwest of England. Using logistic regression, 102 responses were analysed.FindingsThe results reveal that the factors influencing SMEs' adoption of enterprise systems are different from the factors influencing SMEs' adoption of other previously studied information systems (IS) innovations. SMEs were found to be more influenced by technological and organisational factors than environmental factors. Moreover, the results indicate that firms with a greater perceived relative advantage, a greater ability to experiment with these systems before adoption, greater top management support, greater organisational readiness and a larger size are predicted to become adopters of enterprise systems.Research limitations/implicationsAlthough this study focused on the factors that influence SMEs' adoption of a set of enterprise systems (i.e. ERP, CRM, SCM and e‐procurement), it fails to differentiate between factors that influence each of these systems.Practical implicationsThe model can be used to assist software vendors not only to develop marketing strategies that can target potential adopters, but also to develop strategies to increase the adoption of ES among SMEs.Originality/valueThe paper contributes to the continuing research in IS innovations adoption/diffusion in the small business context.

Enablers and inhibitors of cloud computing assimilation: an empirical study

2019 ◽  
Vol 29 (6) ◽  
pp. 1344-1369
Author(s):  
Nianxin Wang ◽  
Huigang Liang ◽  
Shilun Ge ◽  
Yajiong Xue ◽  
Jing Ma
Keyword(s):  
Cloud Computing ◽  
Government Support ◽  
Management Support ◽  
Security Risk ◽  
Policy Makers ◽  
Content Type ◽  
Top Management Support ◽  
Top Managers ◽  
Complex Process ◽  
High Level

Purpose The purpose of this paper is to understand what inhibit or facilitate cloud computing (CC) assimilation. Design/methodology/approach The authors investigate the effects of two enablers, top management support (TMS) and government support (GS), and two inhibitors, organization inertia (OI) and data security risk (DSR) on CC assimilation. The authors posit that enablers and inhibitors influence CC assimilation separately and interactively. The research model is empirically tested by using the field survey data from 376 Chinese firms. Findings Both TMS and GS positively and DSR negatively influence CC assimilation. OI negatively moderates the TMS–assimilation link, and DSR negatively moderates the GS–assimilation link. Research limitations/implications The results indicate that enablers and inhibitors influence CC assimilation in both separate and joint manners, suggesting that CC assimilation is a much more complex process and demands new knowledge to be learned. Practical implications For these firms with a high level of OI, only TMS is not enough, and top managers should find other effective way to successfully implement structural and behavioral change in the process of CC assimilation. For policy makers, they should actively play their supportive roles in CC assimilation. Originality/value A new framework is developed to identify key drivers of CC assimilation along two bipolar dimensions including enabling vs inhibiting and internal vs external.

Application of interpretive structural modelling for analysis of lean adoption barriers in heavy industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aadithya B.G. ◽  
Asokan P. ◽  
S. Vinodh
Keyword(s):  
Structural Model ◽  
Matrix Multiplication ◽  
Interaction Matrix ◽  
Management Support ◽  
Structural Modelling ◽  
Content Type ◽  
Interpretive Structural Modelling ◽  
Top Management Support ◽  
Micmac Analysis ◽  
Practical Implications

Purpose The purpose of the paper is to depict a study on analysis of barriers to lean adoption in fabrication industry using interpretive structural modelling (ISM). Design/methodology/approach From the literature review, 22 barriers to lean adoption in fabrication industry have been recognized . Self-structure interaction matrix has been developed based on expert opinion. Computational steps of ISM are being done to develop the structural model. cross-impact matrix multiplication applied to classification (MICMAC) analysis is being done to group the barriers into four types. Findings Based on the study, it has been found that “lack of knowledge about lean (philosophy, principles, tools)”, “lack of top management support and commitment” and “poor leadership” are found to be the principal barriers. MICMAC analysis indicated that number of driving, dependent, linkage and autonomous barriers are 9, 8, 4 and 1, respectively. Practical implications The study has been executed based on the inputs from industrial practitioners and hence the inferences are found to have practical relevance. Originality/value The study is an attempt to analyze the barriers for lean concepts adoption in fabrication kind of industry.

Managing top management support in complex information systems projects

2017 ◽  
Vol 19 (1/2) ◽  
pp. 151-164 ◽  
Author(s):  
Salvador Bueno ◽  
M. Dolores Gallego
Keyword(s):  
Information Systems ◽  
Organizational Communication ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
End Users ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
And Training

Purpose Top management support (TMS) is considered as a critical factor for the success of information systems (ISs) projects. The literature shows that TMS has a positive impact on achieving success in ISs’ projects in different aspects. However, the enabling factors for TMS in complex ISs’ projects have barely been tested, something which this study aims to rectify. Design/methodology/approach This study has designed a research model based on structural equation modelling (SEM) with the intention of analysing the perception of IS end users regarding the effect on TMS of the following factors: technological complexity and training and organizational communication. The application of the study has focused on an enterprise resource planning–open source software (ERP-OSS) environment. Findings The findings show how end users have a perception that organizational communication and training have a positive relation with TMS. Based on these findings, the authors have suggested several practical considerations. Research limitations/implications There are two limitations to this study. First, this study is based on the perception of complex IS/IT users. It would be interesting to add the perception of top managers to provide more solid findings. The second limitation is that this study has not suggested any additional potential factors which could affect TMS. Practical implications First, this article provides a study of the key role of TMS when an organization needs to implement a complex IS/IT. Second, organizations must develop mechanisms for increasing training and communication relating to the new complex IS/IT projects. Finally, the complexity of an IS/IT project does not constitute an enabling factor incentivizing TMS and should therefore not be a determining factor in increasing TMS within an organization selecting an IS/IT. Originality/value This study contributes to advancing theory in the field of TMS in information systems projects.

Idea labs: instituting an innovation discovery process capable of sustaining the business

2017 ◽  
Vol 45 (1) ◽  
pp. 27-36 ◽  
Author(s):  
V.K. Narayanan
Keyword(s):  
Value Chain ◽  
Success Factor ◽  
Content Type ◽  
Product Concept ◽  
Critical Success ◽  
Top Managers ◽  
Organizational Feature ◽  
Technology Specialists ◽  
The Voice ◽  
Practical Implications

Purpose Sustaining product innovation in an established company – increasingly the key to a company’s economic success, and perhaps its survival – is a challenging task The author describes a and the model often referred to as an “Idea lab” that has emerged as a necessary organizational feature to accomplish this goal. Design/methodology/approach The author explains how to manage Idea labs as deliberately established locations, where individuals and teams with new product ideas can work together for concentrated bursts of time, sharpening and focusing their product concept, embedding the voice of the customer in product design and charting alternative progression paths for their ideas to be developed into potentially profitable offerings by units of the business that will nurture them. Findings In today’s organizations, the managerial prime directive is fundamentally being redefined as one of addressing the challenge of sustained, profitable innovation that opens new markets or reinvigorates existing ones. Idea labs should be considered a vital process in fostering sustaining innovation. Practical implications A critical success factor is the interplay between idea originators, technology specialists and product managers with a keen awareness of customer needs, competitor initiatives and genuine product differentiation. Originality/value A comprehensive guide for top managers and innovators, the article details the four key facets of Idea labs: Positioning in the firm’s innovation value chain. Tasks. Processes. Structure.

Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Man Fung Lo ◽  
Feng Tian ◽  
Peggy Mei Lan Ng
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Top Management ◽  
Management Support ◽  
Research Model ◽  
Content Type ◽  
Top Management Support ◽  
Mediating Role ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

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