bluuebunny/crossref_metadata_2025_split huggingface dataset:
Participant observation in logistics research
Authors: Pålsson Henrik 
Published: March 2007

PurposeThe purpose of this paper is to describe the advantages, challenges and uncertainties of collecting and analyzing data using participant observation in logistics research.Design/methodology/approachExperiences from a participant observation study of an interorganizational radio frequency identification (RFID) implementation in an international environment are presented and reflected on. The RFID implementation included complex interactions between three leading companies.FindingsThe results appear to support an increased use of participant observation in qualitative logistics research, particularly when investigating interorganizational aspects. The analysis highlights values, general limitations and challenges of using participant observation in logistics. The paper illustrates that using participant observation results in significant and detailed findings, which would be difficult to achieve with other methods. Suggestions on how to take advantage of the method's benefits and overcome methodological challenges are provided.Research limitations/implicationsFuture research may address experiences from other studies regarding how to analyze and report data from a participant observation study. It may also clarify the role the method is given in case studies and extend the analysis of epistemological aspects conducted in this paper.Practical implicationsThis paper may inspire logistics researchers to consider participant observation, either as sole method or as part of a multi‐methodical case study, in order to make use of its benefits and thus broaden the dimensions of logistics research.Originality/valueA broad literature review indicates that participant observation studies are rather uncommon in logistics research. This paper thus highlights the potential of using this method in logistics research, particularly when investigating the overlooked, but essential, interorganizational aspects of logistics and SCM.
Routing of supply vessels to petroleum installations
Authors: Aas Bjørnar , Gribkovskaia Irina , Halskau Øyvind , Shlopak Alexander 
Published: March 2007

PurposeIn the Norwegian oil and gas industry the upstream logistics includes providing the offshore installations with needed supplies and return flow of used materials and equipment. This paper considers a real‐life routing problem for supply vessels serving offshore installations at Haltenbanken off the northwest coast of Norway from its onshore supply base. The purpose of the paper is to explore how the offshore installation's limited storage capacity affects the routing of the supply vessels aiming towards creating efficient routes.Design/methodology/approachA simplified version of the real‐life routing problem for one supply vessel is formulated as a mixed integer linear programming model that contains constraints reflecting the storage requirements problem. These constraints ensure that there is enough capacity at the platform decks and that it is possible to perform both pickup and delivery services.FindingsThe model has been tested on real‐life‐sized instances based on data provided by the Norwegian oil company Statoil ASA. The tests show that in order to obtain optimal solutions to the pickup and delivery problem with limited free storage capacities at installations, one has to include in the formulation the new sets of constraints, the storage feasibility and the service feasibility requirements. In addition, two visits to some platforms are necessary to obtain optimality.Research limitations/implicationsThe main limitation is the present inability to solve large cases.Originality/valueThe contribution of this paper is to provide a better insight into a real‐life routing problem which has a unique feature arising from the limited deck capacity at the offshore installations that complicates the performance of service. This feature has neither been discussed nor modeled in the vehicle routing literature before, hence the formulation of the problem is original and reveals some interesting results.
Customer satisfaction with waits in multi‐stage services
Authors: Hensley Rhonda L. , Sulek Joanne 
Published: March 2007

PurposeThe purpose of this study is to examine the relative importance of customer perceptions of waits in a multi‐stage service.Design/methodology/approachThe stages included the wait at the point of service‐entry, the wait during the service stage in which the core service was experienced and the wait at the service‐exit stage as the customer was preparing to leave. Satisfaction with the waits and satisfaction with the core service product, employees' behavior and the physical setting were examined in relation to customers' perceptions of service quality. Four measures of customers' perceptions of service quality were used in this study. These included overall customer satisfaction, willingness to recommend the service to friends, willingness to bring friends to the service and repatronage intentions. A survey was developed based on a review of the literature and in collaboration with the manager of a full‐service restaurant. The survey was administered during the course of the meal by restaurant employees. Multiple regression analysis was used to identify the extent to which satisfaction with each wait affected the four customer perceptions of service quality.FindingsResults showed that the only wait satisfaction that consistently affected customer perceptions of service quality involved the service‐entry wait.Originality/valueThis study is one of the first to empirically examine the effect of service waits at multiple stages of a service operation on perceptions of service quality.
Waiting time influence on the satisfaction‐loyalty relationship in services
Authors: Bielen Frédéric , Demoulin Nathalie 
Published: March 2007

PurposeDelay is an important issue for service providers. Indeed, previous studies have widely shown the negative effect of waiting time on consumer service satisfaction. However, being satisfied with the service seems to be insufficient for customers to remain loyal. Creating customer loyalty is even more crucial than just satisfying them. The paper aims to investigate how customers weigh up their service satisfaction and waiting time satisfaction in order to determine whether they will remain loyal or not.Design/methodology/approachA survey was conducted in the Belgian health care industry. The final sample includes 946 respondents. Regression analyses were performed and the Baron and Kenny method used to test moderator and mediator impacts of variables.FindingsThe results confirm that waiting time satisfaction is not only a service satisfaction determinant, but it also moderates the satisfaction‐loyalty relationship. Moreover, determinants of customer waiting time satisfaction include the perceived waiting time, the satisfaction with information provided in case of delays, and the satisfaction with the waiting environment. In addition, it is shown that waiting time satisfaction is a complete mediating variable in the perceived waiting time and service satisfaction link.Originality/valueThe paper suggests several implications about the waiting time impacts on service satisfaction and customer loyalty. They show the importance of this variable in the service process and explain how to improve it.
Applying the TOC five‐step focusing process in the service sector
Authors: Reid Richard A. 
Published: March 2007

PurposeThe purpose of this paper is to present a comprehensive descriptive analysis of the sequential application of the Theory of Constraints (TOC) five‐step focusing process in improving the effectiveness of a service process that was limiting the performance of the entire service system.Design/methodology/approachThe five‐step approach is schematically presented with each step being described and evaluated relative to its role in effective constraint management. A detailed example provides additional insights and nuances into its use in managing the constraint within a banking organization's subsystem, namely, the loan application and approval process. This hypothetical, realistic, and comprehensive illustration iterates through several cycles of the five‐step focusing process to demonstrate how managers are able to address different types of constraints.FindingsThe paper provides a detailed description on how each of the five‐steps can be used to improve the organization's performance relative to its stated goal by focusing management's attention on the system's (or an aligned subsystem's) leverage or control point. Major types of constraints include physical or capacity limitations and restrictive policies. Constraints may be located either internal or external to the process or system being managed.Practical implicationsVarious managerial implications are discussed including: the relevance and utility of applying the TOC five‐step focusing process in services; advantages associated with utilizing this structured approach for continuous improvement in services; and some strategic issues associated with the placement of the ubiquitous system constraint.Originality/valueAlthough the successful application of the five‐step focusing process has been well documented in improving manufacturing processes, this paper provides an illustrative tutorial which details its application in effectively managing a service process.
Have we “lost” it?
Authors: Foster Back OBE Philippa 
Published: March 2007

PurposeExamines how a company can formulate, embed and benefit from a corporate‐responsibility program.DesignAdvances the view that, to many Victorian business people, corporate responsible behavior was implicit in how they undertook their business, but modern companies appear to have “lost” it, to such an extent that firms today are being encouraged to act in a corporately social manner. Highlights what has been lost and focuses on how to go about replacing it.FindingsDetails the importance of: identifying the purpose and values of the business; helping employees to understand the company's policies and to “live” them at work; providing an effective means for employees to raise concerns that they have; and promulgating the values externally.Practical implicationsDemonstrates that corporate social responsibility can enhance company reputation, which will usually feed through to the share price and lower costs of borrowing – all of which help the bottom line.Originality/valueContends that employees in a company with high corporate social responsibility are able to feel proud of the organization, which in turn will lead to attracting quality staff and lower staff turnover. Suppliers and customers, too, will want to align themselves on the basis that success breeds success.
Investors in People aids staff loyalty at Pauley Design
Authors: Malleson Sue 
Published: March 2007

PurposeDescribes the process of Investors in People (IIP) accreditation that has helped Pauley Design to develop and retain skilled staff.Design/methodology/approachDraws on the client‐services manager's personal views of the process.FindingsDescribes how the IIP process was carried out, what was involved and the psychological effects on individuals. Highlights the benefits to staff morale.Practical implicationsDemonstrates the effect of the IIP process in maintaining staff confidence and personal and corporate morale at Pauley Design.Originality/valueExplains how Pauley Design management believes the IIP process and accreditation enables effective induction and training for all staff and gives them the incentive to stay with the company, minimizing the potential loss of skilled personnel.
Spotlight on Dick Grote
Authors: by Sarah Powell Interview 
Published: March 2007

PurposeThe paper presents an interview with consultant Dick Grote.Design/methodology/approachAn interview with Dick Grote, explaining the rationale for the process of forced ranking and the difference between this system and standard performance appraisal.FindingsGrote discusses the reasons for the contentiousness of forced ranking and explains how its apparent downsides can be combated.Originality/valueDescribes how the process of forced ranking can best be implemented and used, emphasizing that correctly used it benefits both assessors and those being assessed.
Extending the “knowledge advantage”: creating learning chains
Authors: Maqsood Tayyab , Walker Derek , Finegan Andrew 
Published: March 2007

PurposeThe purpose of this paper is to develop a synergy between the approaches of knowledge management in a learning organisation and supply chain management so that learning chains can be created in order to unleash innovation and creativity by managing knowledge in supply chains.Design/methodology/approachThrough extensive literature review, commonalities between knowledge management and supply chain management were elicited. Knowledge Advantage framework, which was developed as a part of CRC for Construction Innovation Australia, research project “Delivering improved knowledge management and ICT diffusion in Australian construction industry”, has been proposed to extend across the supply chain in order to develop learning chains.FindingsThe paper provides a conceptual grounding for future research in the area of knowledge management and supply chain management and suggests that, as unit of competition changes from organisation vs organisation to chain vs chain under supply chain management, learning organisation itself will not be an answer to the complex and dynamic business environment. The learning chains are to be created instead, through managing knowledge in supply chains that will facilitate innovation and creativity essentially required to thrive in the unpredictable business environment of today.Originality/valueThe paper explores the role of knowledge management to serve as such a vehicle in the emerging paradigm of supply chain management through which innovation and creativity can be unleashed by a collaborative effort of all the members of the supply chain. This paper explains how the benefit derived from a KM initiative termed as “knowledge advantage framework (K‐adv)”, originally developed for a certain single organisation, can be extended across the supply chain partners, which helps creating a culture of knowledge sharing through which a knowledge advantage for the whole supply chain can be developed. It can then be used to unleash creativity and innovation in the construction projects.
Composing a database of minority enterprises in Scotland
Authors: Dassler Thoralf , Seaman Claire , Bent Richard , Lamb Lisa , Mateer Nicola 
Published: March 2007

PurposeTo address the issue of the low take‐up of available ethnic business support the article proposes the composition of a database for Scotland, thereby providing baseline data on minority businesses and hence providing a sampling frame for future research. The database will hold the following information: name and gender of the business owner, sector, location, number of employees as an indicator of company size, generation, the year in which the business was established, as well as the legal form of ownership of businesses.Design/methodology/approachThe database draws from the concept of mixed embeddedness as well as the political agenda of the Scottish Executive for the sector. Data sources used are commercial databases, the Yellow Pages of Scotland, local business registers across Scotland, a telephone survey and personal contact/networking with businesses.FindingsIn order to facilitate the composition of a Scottish database of minority businesses, this article has looked at existing theories of minority business support and issues currently considered in the literature. Based on the literature underpinning research on ethnic minority firms, a justification for the proposed database has been developed, which provides a sampling frame in the Scottish context and allows for new approaches to research.Research limitations/implicationsThough 100 per cent coverage of minority businesses in Scotland is a desired target, complete coverage may not be achievable. Some business might simply not be interested in participating in the research and cannot, therefore, be included in the database despite the multi‐facet methodology applied.Originality/valueBy proposing a methodology for composing the database, the article tackles a long‐standing issue in the area of ethnic business research. It is hoped that the database will improve understanding among policy makers and support organisations, in terms of the particular needs of individual businesses. Consequently, the better understanding should account for a more tailored and more attractive support, which, in turn, improves the take‐up of existing mechanisms.
Coercion and reverse auctions
Authors: Giampietro C. , Emiliani M.L. 
Published: March 2007

PurposeThe paper seeks to examine the presence of coercion in the common use of reverse auctions for industrial procurement and spend management activities, and to illustrate the many problems that arise when purchasing and supply management is viewed by powerful buying organizations as a simple dyadic relationship with sellers.Design/methodology/approachThe paper takes the form of a literature review, and analysis of the meaning of coercion, and supplier survey data.FindingsReverse auctions, as commonly used, are shown to befundamentallycoercive, with coercion beingessentialfor achieving the outcomes that buyers seek.Research limitations/implicationsSurvey responses and findings that can be drawn from them are limited due to the small sample size. Reflects the dyadic nature of buyers' corporate codes of conduct in relation to the day‐to‐day practice of purchasing and supply management.Practical implicationsThe existence of coercion indicates that reverse auctions are inconsistent with corporate codes of ethics or codes of conduct with respect to supplier relationships (e.g. fairness, honesty, and integrity). Reverse auctions are also shown to be inconsistent with US federal procurement standards and the Institute of Supply Management's “Principles and standards of ethical supply management conduct”.Originality/valueThe paper brings to the forefront the existence of psychological and economic coercion in the common use of reverse auctions, and discusses how this creates difficult problems for both buyers and sellers. It also presents alternative strategies that managers in buying and selling organizations can use instead of reverse auctions.
Supply chain management six sigma: a management innovation methodology at the Samsung Group
Authors: Mo Yang Hong , Seok Choi Byung , Jin Park Hyung , Soo Suh Min , Chae Bongsug (Kevin) 
Published: March 2007

PurposeThis paper seeks to introduce a six‐sigma based methodology for the SCM domain which was developed and has been used in Samsung.Design/methodology/approachThe paper provides a detailed description of how and why a six‐sigma‐based methodology for the SCM domain was developed in Samsung and presents a real industry case to illustrate the usage of the methodology.FindingsIn Samsung, the effort and investment in synthesizing SCM and six sigma, and developing a unique six‐sigma‐based methodology to improve its SCM operation, have turned out to be fruitful. The Black Belt program has produced highly qualified and talented SCM specialists, who are currently training the methodology to members in their organizations and leading SCM projects. SCM projects are being prepared and conducted in a more disciplined way and their outcomes are continuously monitored and shared through the company's repository.Research limitations/implicationsTo generalize its usefulness, the methodology needs to be applied to the SCM projects of those companies whose organizational and cultural contexts are different from those of Samsung. In addition, the overview of an illustrative SCM project presented in the paper is brief due to space limitations.Practical implicationsToday, SCM is increasingly recognized as a strategic way to innovate a company's business operation. This paper shows that a methodology such as Samsung's SCM six sigma can be the key to conducting SCM projects in a more disciplined way and for fruitful outcomes.Originality/valueThe paper introduces a unique six‐sigma‐based methodology for the SCM domain which has been developed and applied in a leading global manufacturing, financial, and services conglomerate. This methodology could be adapted by other companies for their SCM projects to increase the likelihood of project success.
Business‐to‐business e‐procurement: success factors and challenges to implementation
Authors: Angeles Rebecca , Nath Ravi 
Published: March 2007

PurposeThe paper seeks to pursue the understanding of current business‐to‐business e‐procurement practices by describing the success factors and challenges to its implementation in the corporate setting.Design/methodology/approachMembers of the Institute for Supply Management and the Council of Logistics Management were asked to respond to a survey questionnaire. Factor analysis was used to analyze data from valid responses received from 185 firms.FindingsFactor analysis resulted in three e‐procurement success factors (SF):supplier and contract management; end‐user behavior and e‐procurement business processes; and information and e‐procurement infrastructure. Three challenge‐to‐implementation factors (CIF) also emerged: lack of system integration and standardization issues; immaturity of e‐procurement‐based market services and end‐user resistance; and maverick buying and difficulty in integrating e‐commerce with other systems.Research limitations/implicationsA representative sampling design should be used in the future to be able to make claims for generalizable results.Practical implicationsE‐procurement is a very important initiative with significant cost savings potential for firms. This study's findings can guide various stages of corporate implementation efforts.Originality/valueThis study fulfills the need for solid empirical findings on this very important topic that has a direct impact on a firm's bottom line. E‐procurement is still in the early stages of marketplace deployment and guidance is still needed on how to do it right.