Journal of Operations Management最新文献

{"title":"The impact of poverty on base of the pyramid operations: Evidence from mobile money in Africa","authors":"Karthik Balasubramanian,&nbsp;David F. Drake,&nbsp;Gloria Urrea","doi":"10.1002/joom.1227","DOIUrl":"10.1002/joom.1227","url":null,"abstract":"<p>Business models designed to serve those at the “base of the pyramid” are an effective means to create employment and improve quality of life. However, the effect that poverty has on the performance of such businesses is not well-understood. We address this gap through the context of “mobile money,” an electronic currency ecosystem designed as a secure, reliable way for those at the base of the pyramid to store and transfer money. Using data from Kenya and Uganda, and instrumenting for potentially endogenous regressors, we examine the effect poverty has on operational decisions (inventory and price transparency) and market dimensions (network density and demand). Our results suggest that mobile money, as a base of the pyramid business model, is well-positioned to serve those in poverty up to a point, with demand increasing in poverty when the concentration of poverty is sufficiently low. However, our results indicate that, where poverty is more pervasive, inventory costs increase in poverty while per agent demand and agent network density both decrease. In short, the business case for mobile money degenerates in regions where it, arguably, is needed the most. We conclude with thoughts on how to buttress mobile money's business case in these high poverty settings.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 4","pages":"616-642"},"PeriodicalIF":7.8,"publicationDate":"2022-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42152613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Developing supply chain resilience through integration: An empirical study on an e-commerce platform","authors":"Yinan Qi,&nbsp;Xiaorui Wang,&nbsp;Min Zhang,&nbsp;Qiang Wang","doi":"10.1002/joom.1226","DOIUrl":"10.1002/joom.1226","url":null,"abstract":"<p>The outbreak of the COVID-19 pandemic has disrupted supply chains and increased the uncertainties faced by firms. While firms are struggling to survive and recover from the pandemic, Chinese e-commerce platforms have demonstrated resilient supply chains. We develop a framework that investigates the impacts of integration between an e-commerce platform and suppliers on supply chain resilience and the moderating effect of the suppliers' product flexibility. An analysis of data from a Chinese e-commerce platform using operational indicators finds that integration between the e-commerce platform and suppliers in terms of information sharing, joint planning and logistics cooperation has positive impacts on supply chain resilience, while procurement automation has the opposite effect. Furthermore, product flexibility positively moderates the impacts of information sharing, joint planning and logistics cooperation. The results enhance current understandings of the factors that contribute to the development of supply chain resilience and reveal that the relationship between integration and resilience should be examined within a contingency framework. The findings also provide guidelines for managers taking measures to mitigate the negative influences of supply chain disruptions.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 3","pages":"477-496"},"PeriodicalIF":7.8,"publicationDate":"2022-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45632746","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Impact of the U.S.–China trade war on the operating performance of U.S. firms: The role of outsourcing and supply base complexity","authors":"Di Fan,&nbsp;Yi Zhou,&nbsp;Andy C. L. Yeung,&nbsp;Chris K. Y. Lo,&nbsp;Christopher Tang","doi":"10.1002/joom.1225","DOIUrl":"10.1002/joom.1225","url":null,"abstract":"<p>Multinational corporations have benefited tremendously from free trade in the past few decades. However, the dynamism of international relations, paired with the global recession, has rekindled the debate over frictionless trade. In this study, we examine how trade friction, created by tariff trade barriers, affects the operational performance of domestic firms which source from the affected countries. We also investigate how various supply chain characteristics and strategies can moderate the impact of such trade friction. Motivated by the 2018 U.S.–China trade war, we conducted a difference-in-difference analysis to examine the impact of trade tariffs on performance indicators of U.S. firms with direct supplier connections in China. Specifically, we found that U.S. firms with direct supply partners (i.e., first-tier suppliers) in China had a worse performance than the U.S. firms without direct supply partners in China in terms of inventory (i.e., days of supply) and profitability (return-on-assets). We further found that the negative impacts were more severe for firms with a higher degree of outsourcing, and horizontal and spatial supply base complexity. We discuss the implications for international operations management, supply chain networks, supply risk management, and provide suggestions to supply chain practitioners and trade policymakers.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"68 8","pages":"928-962"},"PeriodicalIF":7.8,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45965145","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The effects of surge pricing on driver behavior in the ride-sharing market: Evidence from a quasi-experiment","authors":"Wei Miao,&nbsp;Yiting Deng,&nbsp;Wei Wang,&nbsp;Yongdong Liu,&nbsp;Christopher S. Tang","doi":"10.1002/joom.1223","DOIUrl":"https://doi.org/10.1002/joom.1223","url":null,"abstract":"<p>Surge pricing has been used to coordinate supply and demand in the ride-sharing industry, but its causal effects on driver behavior remain unclear. This motivates us to examine how surge pricing causally affects driver earnings and labor supply by leveraging a unique quasi-experiment, in which a leading ride-sharing company in China introduced surge pricing in two cities at different times. Using a difference-in-differences design with the causal forest method, we find that surge pricing led to increases in drivers' weekly revenue. Decomposing the weekly revenue into “intensive margin” and “extensive margin” factors, we discover two countervailing effects at play: a cherry-picking effect and a competition effect, and the daily revenue decreased because the latter dominated. Consequently, the increased weekly revenue can be explained by the extensive margin: drivers worked on more days to compensate for the decreased daily revenue, a result consistent with the income targeting behavior. Finally, we examine heterogeneous treatment effects across drivers, and find that surge pricing enticed more part-time drivers to flood the market and crowd out full-time drivers, and that the increase in the drivers' weekly revenue was primarily driven by part-time drivers. Therefore, the benefit of surge pricing was unevenly distributed across drivers.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 5","pages":"794-822"},"PeriodicalIF":7.8,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50118393","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Distributed service with proximal capacity and pricing on a two-sided sharing economy platform","authors":"Kyungmin (Brad) Lee,&nbsp;Marcus A. Bellamy,&nbsp;Nitin R. Joglekar","doi":"10.1002/joom.1222","DOIUrl":"10.1002/joom.1222","url":null,"abstract":"<p>In this article, we characterize the relationship between spatial pricing and capacity based on distributed service design (DSD) decisions in a two-sided sharing economy platform. We leverage theoretical tenets on two-sided markets and on spatial pricing and capacity management in the sharing economy to inform a set of empirical and simulation models. Empirically, we use data on 156,520 observations of dynamic pricing and capacity distribution within Uber's San Francisco region. Estimation of a spatial econometric model reveals that the number of active drivers in neighboring zones negatively impacts the price in focal zones. Simultaneously, we find that spatial proximity is a significant factor in determining the distribution of prices when service demand levels are sufficiently high. We leverage this simultaneity finding to advance the literature on the sharing economy by incorporating operational considerations such as distributed capacity into service design. We link these econometric results with profit and welfare using a simulation that tests a variety of DSD pricing strategies under varying elasticity and revenue-sharing conditions. Our findings offer guidance to firms managing two-sided sharing economy platforms on tracking demand- and supply side price elasticity levels as well as revenue sharing spread when seeking to maximize profit, welfare, or both.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 5","pages":"742-763"},"PeriodicalIF":7.8,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47748285","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of direct equity ownership in supply chains","authors":"In-Mu Haw,&nbsp;Morgan Swink,&nbsp;Wenlan Zhang","doi":"10.1002/joom.1224","DOIUrl":"10.1002/joom.1224","url":null,"abstract":"<p>This study examines the effect of direct equity ownership (DO) a buyer holds in its supplier on financial performance and operations of the supplier and buyer. Based on a sample of US buyer–supplier pairs from 1982 to 2017, we find that DO benefits buyer performance, but not supplier performance. The results support the view that DO mainly provides greater control for the buyer. Furthermore, we find that the performance effects of DO are moderated by firm characteristics that engender dependence. The beneficial influence of DO on a buyer's performance is more pronounced when the buyer is more innovative or operates in a more competitive environment. Our examination of the effects of DO on the operations of suppliers and buyers finds that suppliers in buyer–supplier relationships (BSRs) with higher DO invest more in relationship-specific assets (R&amp;D), provide more trade credits, and have lower gross profit margins. Buyers in BSRs with higher DO receive more trade credits and have lower cost of goods sold when the purchases of the buyer from the supplier make up a high proportion of the buyer's cost of goods sold. Overall, these results suggest that DO primarily benefits the buyer at the expense of the supplier, a finding that is consistent with the effects of bargaining and control power of the buyer. We discuss the implications of these findings for practitioners and for extensions to both relational and resource dependence theories.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 4","pages":"586-615"},"PeriodicalIF":7.8,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41457469","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Introduction to the special issue on “Technology management in a global context: From enterprise systems to technology disrupting operations and supply chains”","authors":"Gregory R. Heim,&nbsp;Xiaosong (David) Peng","doi":"10.1002/joom.1216","DOIUrl":"10.1002/joom.1216","url":null,"abstract":"&lt;p&gt;Technology Management (TM) has long held an important place in operations management (OM) literature. Since the 1990s, TM topics have made up a substantial portion of the papers published in &lt;i&gt;Journal of Operations Management&lt;/i&gt; (JOM). Today, the speed of development and innovative uses of new technologies across the globe create many new research opportunities and challenges (Heim et al., &lt;span&gt;2021&lt;/span&gt;), motivating the current special issue.&lt;/p&gt;&lt;p&gt;TM research often overlaps with other academic research fields (e.g., technology innovation in organization strategy, information technology [IT] in management information systems [MIS]). Yet, TM issues of interest to operations managers tend to differ in focus, detail, time horizon, and scope from the issues examined in those literatures. TM research in JOM usually delves into the within-firm interface between technology and process change as well as the performance impacts of technology on operations (as explained in the TM department's recent editorial [Heim et al., &lt;span&gt;2021&lt;/span&gt;]).&lt;/p&gt;&lt;p&gt;Technology concerns the application of resources and skills by humans to achieve specific aims. Burgelman et al. (&lt;span&gt;2003&lt;/span&gt;) defined technology as “theoretical and practical knowledge, skills, and artifacts that can be used to develop products and services as well as their production and delivery systems.” Along similar lines, Gaimon (&lt;span&gt;2008&lt;/span&gt;) defined technology as “the embodiment and deployment of technical and scientific knowledge and discoveries that lead to the creation of goods and services.” Changes in technology can lead to substantial changes in the organization and accomplishment of work (Browning, &lt;span&gt;2020&lt;/span&gt;; Heim &amp; Peng, &lt;span&gt;2010&lt;/span&gt;; Jaikumar, &lt;span&gt;1988&lt;/span&gt;). TM&lt;sup&gt;1&lt;/sup&gt; provides an inclusive term for managerial activities and academic research pertaining to the generation, deployment, and use of technology. Gaimon (&lt;span&gt;2008&lt;/span&gt;) suggested the TM field addresses “how to develop, adapt, and exploit technological capabilities to create new or improved products or services to accomplish the strategic goals of an organization.”&lt;/p&gt;&lt;p&gt;Diverse contemporary technology developments provide many new research contexts and questions, seeding the research questions behind the innovative papers in this Special Issue. This diversity required that we keep an open mind regarding what research topics today reside among the scope of issues for TM research in OM and supply chain management (OM/SCM). The technology used today for process change may come in the form of software codes, hardware, material processing and handling technology, and consumer devices and enterprise applications. With an increasing need for global, real-time integration and coordination of demand and supply, operations managers must continue to evaluate and install new technology configurations to deploy processes that hopefully will accomplish their aims.&lt;/p&gt;&lt;p&gt;Ultimately, operations manage","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"68 6-7","pages":"536-559"},"PeriodicalIF":7.8,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1216","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49403479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Globally distributed technology projects thrive on experience working together apart: Impacts of team balance, task balance, and task heterogeneity","authors":"Alex Alblas","doi":"10.1002/joom.1206","DOIUrl":"10.1002/joom.1206","url":null,"abstract":"<p>Enabling shared experiences could be key to managing technology projects successfully. The advantages gained from the experience of working together can be complemented, but also offset, by common aspects of technology projects—like the dispersion of team members and the integration of heterogeneous tasks across global sites. This study develops and tests a conceptual framework that scrutinizes the impact of team familiarity and task allocation challenges. It identifies three elements of task allocation in technology projects that affect the familiarization process: (i) <i>team (im)balance</i>, (ii) <i>task (im)balance</i>, and (iii) <i>task heterogeneity</i>. An examination of 27,948 software tasks in six projects involving teams working apart on heterogeneous and dispersed tasks in the Netherlands and India shows that the experience of working together apart reduces the average cost of software tasks. This positive effect is enhanced by task heterogeneity and team balance, despite being hampered by task balance. These findings shed new light on task allocation challenges in cross-organizational technology projects distributed over the world.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"68 6-7","pages":"728-754"},"PeriodicalIF":7.8,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1206","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45478278","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Global buyer–supplier networks and innovation: The role of technological distance and technological breadth","authors":"Shubhobrata Palit,&nbsp;Manpreet Hora,&nbsp;Soumen Ghosh","doi":"10.1002/joom.1205","DOIUrl":"10.1002/joom.1205","url":null,"abstract":"<p>One of the critical challenges of technology management for a firm is managing technological knowledge. This study focuses on available technological knowledge in a firm's global supplier network and examines factors that accrue innovation benefits from such knowledge for a buyer firm. Using absorptive capacity as a theoretical lens, we specifically examine technological distance, technological breadth, and extent of global sourcing, and how these factors interrelate in influencing a firm's innovation performance. The panel data is drawn from various sources (Bloomberg SPLC, PATSTAT Global, and Compustat). Our sample spans four years from 2011 through 2014 and comprises an unbalanced panel of 878 firm-year observations derived from buyer–supplier relationship data of 246 unique buyer firms. Embedded in this data are 846 unique supplier firms and 9291 dyads (buyer–supplier pairs). The findings confirm the negative association between technological distance and innovation performance, and the positive association between technological breadth and innovation performance. Contrary to expectations, technological distance plays a negative moderating role in the relationship between technological breadth and innovation performance. The results also show that while the extent of a firm's global sourcing has a positive relationship with its innovation performance, the relationship changes with technological distance.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"68 6-7","pages":"755-774"},"PeriodicalIF":7.8,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41642088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How information technology automates and augments processes: Insights from Artificial-Intelligence-based systems in professional service operations","authors":"Martin Spring,&nbsp;James Faulconbridge,&nbsp;Atif Sarwar","doi":"10.1002/joom.1215","DOIUrl":"10.1002/joom.1215","url":null,"abstract":"<p>This study contributes to the technology management literature on the effects of IT on operations processes by examining the use of systems based on Artificial Intelligence (AI) in professional services. The paper builds on key concepts on AI, information systems, professional work, and professional services operations management. A model is developed to explain how AI-based systems combine with humans to do work, both automating and augmenting the work of the professional, leading to process improvement and extension of the service offering. The study uses case-based research in two law firms and two accountancy firms using AI-based systems. It shows that AI-based systems are used selectively, mainly on high-volume, back-office tasks, across the sequence of stages in the professional service process—diagnosis, inference, and treatment. Automation using AI relieves professionals from repetitive tasks, while AI achieves augmentation by buffering professionals from low-value activity, making their expertise scalable and providing new analytical insights. System use can improve performance in delivering core professional services and enable service extension into additional, high-value advisory work. The model and research approach have potential implications for other emerging areas of technology management in OM.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"68 6-7","pages":"592-618"},"PeriodicalIF":7.8,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1215","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42506771","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}