bluuebunny/crossref_metadata_2025_split huggingface dataset:
Analysis of factory gate pricing in the UK grocery supply chain
Authors: Potter Andrew , Mason Robert , Lalwani Chandra 
Published: September 2007

PurposeThe paper aims to analyse the reasons behind the leadership shown by a case study retailer through the introduction of factory gate pricing (FGP) within the grocery sector. Further, there is an evaluation of the transport management techniques used to support FGP and the operational benefits gained.Design/methodology/approachThe research is based around a single case study of a UK grocery retailer, which has adopted FGP. A range of data sources has been collected during a project with the retailer. Techniques used include process mapping, interviews, workshops and company presentations.FindingsStrategically, the introduction of FGP has provided economies for the retailer strengthening its position in the market. Four main transport management techniques have been deployed to achieve this, generating reductions in transport and inventory costs while improving customer service levels. There are also some issues that need addressing, in relation to the need for a single point of control, who manages this point and the technological capabilities of transport providers.Research limitations/implicationsOnly a single case study is presented, and the research was carried out during the early phase of implementation.Practical implicationsFGP requires a certain degree of scale to be effective, and should complement current processes within a business. There is a need to manage relationship issues with suppliers and transport providers.Originality/valueThe paper presents a detailed case study of FGP within the grocery sector, which is more complex than previous application of the concept. The strategic rationale for pioneering FGP is considered, along with its tactical deployment and operational benefits. Concerns are also highlighted, to provide a balanced evaluation.
Behavioral supply management: a taxonomy of judgment and decision‐making biases
Authors: Carter Craig R. , Kaufmann Lutz , Michel Alex 
Published: September 2007

PurposeThe purpose of this paper is to review and integrate the extensive literature base which examines judgment and decision‐making biases, to introduce this literature to the field of supply management, to create a valid, mutually exclusive, and exhaustive taxonomy of decision biases that can affect supply managers, and to provide guidance for future research and applications of this taxonomy.Design/methodology/approachThe authors use a qualitative cluster analysis, combined with a Q‐sort methodology, to develop a taxonomy of decision biases.FindingsA mutually exclusive, and exhaustive taxonomy of nine decision biases is developed through a qualitative cluster analysis. The Q‐sort methodology provides initial confirmation of the reliability and validity of the cluster analysis results. The findings, along with numerous examples provided in the text, suggest that supply management decisions are vulnerable to the described biases.Originality/valueThis paper provides a comprehensive review of the judgment and decision bias literature, and creates a logical and manageable taxonomy of biases which can impact supply management decision making. The introduction and organization of this vast extant literature base provides a contrasting perspective to much of the existing supply management research, which has incorporated the assumption of the rational agent, or what is known in the economics literature as homo economicus. In addition, the authors describe the use of qualitative cluster analysis and the Q‐sort methodology, techniques which have been used rarely if at all in within the field of supply chain management.
Achieving long‐term customer satisfaction through organizational culture
Authors: Bellou Victoria 
Published: September 2007

PurposeCustomer satisfaction is becoming increasingly important for organisational survival, let alone prosperity. In this context, this study seeks to examine the impact of cultural dimensions on the customer service orientation of employees and recognize potential variations between the perceptions of managerial and non‐managerial employees regarding the aforementioned relationship.Design/methodology/approachThe study took place in 20 Greek public hospitals, where 749 usable questionnaires were gathered from front‐line employees. The questionnaire responses were analysed using descriptive statistics, t‐tests, and regression analyses.FindingsFindings provide insight into the perceptions of front‐line employees regarding the effect that organisational culture dimensions have on customer service orientation. Some effects were uniform for all employees, while others varied depending upon the position occupied by the employee. Other than aggressiveness, decisiveness, and innovativeness that affect all employees, eagerness to identify and fulfil customer needs is influenced by age and tenure in the case of managers whereas it is affected by emphasis on rewards and outcome orientation in the case of non‐managers.Research limitations/implicationsOwing to the fact that all variables depict employees' perceptions, common method variance is likely to exist. Moreover, the strength of cultural traits was not taken into consideration.Practical implicationsDeveloping a culture which fosters customer satisfaction can provide a competitive advantage to the organisation. It is, thus, critical for organisational agents not only to have a clear view of the existing culture but also to shape it in such a way that emphasizes customers' needs and priorities.Originality/valueThis is one of the first comparisons between managers and non‐managers, regarding customer service orientation antecedents, and it suggests that convincing all employees to put customer needs first requires different approaches in different segments of the workforce.
Determinants for effective performance of external project management consultants in Malaysia
Authors: Nitithamyong Pollaphat , Tan Zijin 
Published: September 2007

PurposeThe use of external project management consulting firms (PMCs) in construction projects has not been widely accepted by practitioners in Malaysia because of several failed experiences in public projects. This study aims to investigate the important roles of PMCs, the key factors contributing to their effective performance, and the appropriate measurement criteria for assessing performance.Design/methodology/approachA list of potential PMC success factors and performance measurement criteria was initially obtained from a literature review and verified by a panel of selected experts. Opinions from the experts regarding the important roles of PMCs were also analysed. An industry‐wide survey questionnaire was then developed to collect data from industry practitioners who had recent hands‐on experience working with PMCs in construction projects. Finally, the PMC success model was formulated based on the responses of the industry‐wide survey.FindingsSignificant roles of PMCs were determined, as well as 12 underlying PMC success factors and five important criteria for assessing PMC performance. Practical applications of the PMC success model devised from the identified success factors and measurement criteria were also highlighted.Originality/valueThe findings of this study can help industry practitioners who are working or planning to work in projects implementing the PMC concept in Malaysia to gain an enhanced understanding of how to apply the concept effectively, leading to increased benefits of appointing PMCs and promoting the utilisation of the PMC concept in the Malaysian construction industry.
Bain's global 2007 management tools and trends survey
Authors: Rigby Darrell , Bilodeau Barbara 
Published: September 2007

PurposeThe purpose of this article is to survey and analyze current patterns of use in corporate settings of strategic management tools and techniques. The authors interview hundreds of corporate leaders to ascertain which tools executives say they find most effective.Design/methodology/approachIn 1993, Bain & Company launched a multiyear research project to get the facts about management tool use. Over 12 years Bain assembled a global database of more than 7,000 respondents, including 960 this year. They supplement the survey with follow‐up interviews to probe the specifics of tool use in individual companies.FindingsCompanies are employing more tools, but they appear to be finding them less effective. Usage increased, yet the average overall satisfaction rating dropped. Another finding was that successful use of tools – and executives' willingness to use them – is influenced by the ability to measure and communicate resulting benefits.Research limitations/implicationsThis survey formerly was done annually and now is taken every other year.Practical implicationsManagers who promote tool fads undermine employees' confidence that they can create the change that is needed. Executives are better served by championing realistic strategic directions – and viewing the specific tools they use to get there as subordinate to the strategy.Originality/valueWithout satisfaction and usage data from companies that have adopted management tools, choosing and using them becomes a risky and potentially expensive gamble.
The corporate brand naming process in the net economy
Authors: Kollmann Tobias , Suckow Christina 
Published: September 2007

PurposeThe purpose of this paper is to examine whether classical brand naming concepts are sustainable for entrepreneurial firms in the net economy.Design/methodology/approachA prior study of Kohli and LaBahn covers the formal brand naming process and gives insights into brand name objectives and criteria. To follow the research purpose, their findings have been adapted for entrepreneurial firms in the net economy based on some prior interviews conducted with entrepreneurs for the present research. On basis of these results, a questionnaire was designed and sent to 319 e‐entrepreneurs located in German business incubators, of which 105 were fully completed.FindingsThe availability of an appropriate domain name is found to be a basic driver for deciding on a brand name. The domain name influences the course of action during the naming process. Two groups were found that significantly differ in proceeding with the naming process. One group of e‐entrepreneurs follows the traditional process of Kohli and LaBahn, whereas the other group follows a new approach giving more emphasis on the domain name. Here, the process shows to be iterative in nature instead of a step‐by‐step procedure.Originality/valueThe value of this paper lies in the application of the traditional brand naming process to entrepreneurial firms in the net economy and its partial validation and revision based on the authors results from an empirical research.
A resource‐based view of the small firm
Authors: Runyan Rodney C. , Huddleston Patricia , Swinney Jane L. 
Published: September 2007

PurposeThe purpose of this paper is to describe a qualitative study of small retailers, designed to uncover perceptions of resources which may be utilized to create competitive advantages and improve performance. The resource‐based view (RBV) of the firm has focused on large firms, and this study extends RBV to the small firm.Design/methodology/approachUsing focus groups of small retailers within four communities in the USA, open‐ended questioning and discussions were utilized to help elicit responses about owner's resources.FindingsThe concepts of community brand identity, local social capital and environmental hostility (though not part of the original discussion guide), emerged as important constructs. Both community brand identity and social capital were articulated by focus group participants as resources which helped them to be successful. Brand identity was seen as important regardless of environment, while social capital emerged as a resource used more in hostile environments.Research limitations/implicationsBrand identity and social capital are non‐economic resources which may help small retailers to compete in increasingly competitive environments. The RBV holds that to provide a competitive advantage, a firm's resources must be valuable, rare, imperfectly mobile and non‐substitutable. This qualitative study supports the conceptualization of brand identity and social capital as such resources.Practical implicationsSmall business owners need to recognize the value of non‐monetary resources. Once these are recognized they can then be leveraged by the business owner to improve performance.Originality/valueFew studies exist which apply the RBV to small firms. Only recently have scholars begun to operationalize constructs of the RBV. Researchers have not investigated social capital or brand identity as mitigators of environmental hostility. This study addresses each of these issues.
A theory of brand‐led SME new venture development
Authors: Merrilees Bill 
Published: September 2007

PurposeThe purpose of this paper is to understand how branding can facilitate small business development of new ventures.Design/methodology/approachA conceptual approach was used for understanding branding in new ventures. A model with eight propositions has been developed and then validated using ten existing case studies of exceptional entrepreneurs.FindingsThe key mechanisms proposed for branding to assist small business create new ventures include opportunity recognition, innovation, business model development, capital acquisition, supplier acquisition, customer acquisition, and success harvesting.Originality/valueThe paper helps redress a relatively lack of research into small business branding. Previous research has mainly focused on small business brand management of existing ventures. The findings are readily translatable to small businesses launching new ventures. The paper extends the existing small business branding literature into a new domain, having a strong entrepreneurial character.
Brand, organization identity and reputation: SMEs as expressive organizations
Authors: Abimbola Temi , Kocak Akin 
Published: September 2007

PurposeThe purpose of this research is to identify non‐sector‐specific brand and reputation‐based factors that distinguish successful entrepreneurs and small to medium‐sized enterprises (SMEs) from their larger counterparts. These distinguishing factors provide the building blocks for a theoretical (resource‐based view) model for demonstrating the pivotal role of brand, organizational identity (OI), and reputation building for large enterprises and small businesses in knowledge economies.Design/methodology/approachTo explore (theoretically) and explain (empirically) observed reality through qualitative investigation. This approach conceptualises and explains reality, and puts forward empirical findings as representations of theoretically postulated relationships between entrepreneurial success and brand/OI/reputation. The primary data are from in‐depth interviews with a sample of firms located in Staffordshire/West‐Midlands/regions, UK.FindingsSuggest that branding and reputation building are key resources, which allow an organization to be successful over an extended period of time. In terms of research design and methods, we found that an interdisciplinary approach is important in further exploration of the nexus between brand/organization identity/reputation and entrepreneurship. Because they are fuzzy concepts loaded with meaning and interpretations, they are explored better through qualitative data in the first instance. These findings are germane for paradigmatic development to distil the ideas, explanations and the reality that binds the concepts (brand/organization identity/reputation).Originality/valueThis work is original and innovative because it goes beyond inductively derived “theory” to an unswerving location of brand, OI, and reputation within commensurable theory at the heart of successful market strategy for SME organizations. Supporting empirical observations, development of coherent conceptual framework and theoretical rigour mark out this work as beyond those identified within previous studies.
The proactive alignment of sourcing with marketing and branding strategies: a food service case
Authors: Cox Andrew , Chicksand Daniel , Yang Tong 
Published: September 2007

PurposeThe purpose of this paper is to show that a proactive sourcing strategy can be just as important as a proactive marketing strategy in achieving sustainable competitive advantage.Design/methodology/approachThe paper reports on action research carried out in the UK beef industry, with a focus on the food service supply chain. The methodology is inductive and qualitative, using a multi‐case, multi‐site approach. The supply chains presented in the case were analysed from farm gate to consumer, interviewing multiple participants at each stage of the supply chain.FindingsThis study offers some partial support for configuration‐based approaches. However, the case also raises some doubts about the validity of configuration thinking, as it is not the complexity or ambiguity of the relationships that is key in the case, but the fact that brand ownership and contracts create property rights for their owner that create a relatively permanent power resource for Pioneer, the case study company, in its market struggle with its customers and competitors. This interpretation supports the power and property rights views of strategic management rather than the configuration approach.Research limitations/implicationsThe research is based upon in‐depth knowledge of the UK beef and red meat industry. It would be beneficial if further in‐depth studies could be undertaken in other agri‐food supply chains to further validate the findings.Practical implicationsAlthough the focus of this article has been upon choosing appropriate sourcing strategies, the case study has also illustrated the importance for business managers of linking this sourcing strategy with a firm's marketing, and more specifically its branding strategy.Originality/valueThe paper analyses the key differences in demand, supply and power and leverage characteristics in the food service beef supply chain to highlight the need for government agencies, think‐tanks and industry participants to have a more robust understanding of industries before advocating the adoption of any one approach for all UK agri‐food supply chains. This paper should be of value to researchers in this area and to managers responsible for strategy formation in UK agri‐food supply chains.
Employee perceptions of their workplaces as learning environments
Authors: Coetzer Alan 
Published: September 2007

PurposeThe purpose of this article is to contribute to an understanding of how diverse groups of employees perceive their workplaces as learning environments, and to cast light on the learning processes of these diverse groups of employees.Design/methodology/approachThis study was designed to examine employee perceptions of: the extent to which their managers create conditions in the work environments favourable to learning and enact behaviours in one‐on‐one settings that are likely to foster learning; and their sources and methods of learning. Data were gathered from 464 employees in 31 small manufacturing firms through self‐completion questionnaires and analysed using descriptive statistics and t‐tests.FindingsResults for six demographic groups are presented to provide a comparative view of employee perceptions. The research found that the two comparison groups within three demographic variables (tenure, age, education) differed markedly in how they perceived their workplaces as learning environments. However, the various comparison groups seemed to agree that workmates and observational processes were central to learning.Research limitations/implicationsThe research reveals demographic variables that appear to be important in studies of employee learning in small firms. These variables are: tenure, education, and age. Future research should examine owner‐managers' perceptions of the workplace learning environments and employee learning processes.Practical implicationsManagers may need practical help in managing the learning of diverse groups of employees, and in understanding the potential differences in employee learning processes.Originality/valueDeparts from small business research practice by providing an employee perspective and examining informal learning processes, as opposed to training practices.
Adapting in practice: what questions might we ask?
Authors: Williams Trevor 
Published: September 2007

PurposeVia philosophy of science, the paper seeks to identify the role of trial and error in business and other managed activities, including economic development.Design/methodology/approachDrawing first on Karl Popper's view of trial and error as essential to the evolution of all life, including all human activity, the paper asks what we mean by science, and how distinctive is the scientific mode of enquiry. It goes on to look at, in particular, the treatment of trial and error, and of evolution, in two best‐selling management books of the last 25 years, and at the relevance of this treatment to some recent discussions of economic development.FindingsPopper's distinction between science and various types of non‐science is not as clear‐cut as is sometimes portrayed. Moreover, there are significant variants to Popper's view of scientific method. But accepting Popper's view of the centrality of trial and error for problem solving the paper finds significant echoes in some management thinking. Related questions occur, also, in some recent discussions of economic development.Practical implicationsThe paper argues that trial and error is a well‐established approach in business and other managed activities, and that there is potential to learn from many examples of success and disappointment.Originality/valueThe paper questions whether some views of science, and of the demarcation between science and non‐science, are as clear‐cut as is sometimes assumed. It argues against claimed novelty in some recent discussion of evolutionary process in business and elsewhere.
Translating military experiences of managing innovation and innovativeness into FM
Authors: Hinks John , Alexander Martin , Dunlop Graham 
Published: September 2007

PurposeThis is a conceptual paper for facilities management (FM) practitioners and FM researchers. The paper seeks to analyse a number of well‐documented successes and failures in military exploitation of innovation, and identify several recurrent facets that resonate with the contemporary approach to, and difficulties with achieving innovation in FM.Design/methodology/approachSeveral military cases are selected for their analogous pertinence to FM. They cover military aspects of technological innovation; process innovation, including innovativeness in the modes of engagement; innovativeness within strategy and paradigm; and innovativeness in the tactical behaviours needed to realise the value of innovations. They are presented as an indirect means of illuminating systemic challenges for innovation within FM.FindingsThe paper identifies the primacy of innovativeness over individual technological innovations; and the centrality of empowerment practices and the catalysing of local tactical and operational innovative behaviours to innovativeness. The crucial factors are the attitude and behaviour of leaders, especially in terms of creating latitude for local managers; thelocusof command, control and communication; plus local empowerment to achieve clearly explained strategic targets. The authors also identify a shift in performance measurement perspective as a pivotal pre‐requisite for successfully innovating for post‐industrial FM.Originality/valueParticular focus is made on lessons for developing a culture of organisational innovativeness and for the successful exploitation of latent innovation potential. The paper concludes that these issues represent a significant and systemic challenge to innovation and innovativeness in FM.