学术前沿速递 |《Journal of Operations Management》论文精选

 

本文精选了管理学国际顶刊《Journal of Operations Management》近期发表的论文,提供管理学研究领域最新的学术动态。

 

Omni-channel retailing on platforms: Disentangling the effects of channel integration and inter-platform function usage difference

原刊和作者:

Journal of Operations Management Volume69 Issue2

Jie Fang (University of Nottingham)

Hefu Liu (University of Science and Technology of China)

Zhao Cai (University of Nottingham)

Chee-Wee Tan (Copenhagen Business School)

Abstract

The rise of omni-channel retailing poses challenges for e-marketplace platforms. To retain third-party sellers in the face of competitive pressure from rivals, e-marketplace platforms are compelled to provide support for online-offline channel integration (OOCI). However, the provision of OOCI support can adversely affect an OOCI-enabled platform's product sales growth by encouraging consumers to switch to brick-and-mortar stores operated by third-party sellers. To ascertain how the OOCI-enabled platform can outperform under such circumstances, we analyzed data on sales of 51,409 products on a dominant Chinese e-marketplace platform as well as inter-platform function usage difference across 209 third-party sellers. Combining propensity score matching with hierarchical linear modeling, we discovered that informational OOCI (e.g., concurrent availability of a product on both online and offline channels) negatively influences the OOCI-enabled platform's product sales growth, whereas the effect of physical OOCI (e.g., the option of store pickup for online purchases) is not significant. Additionally, we found that the three constituent sub-dimensions of third-party sellers' inter-platform function usage difference (i.e., volume difference, category orientation specialization, and uniqueness) moderate the impact of OOCI on the OOCI-enabled platform's product sales growth differently. Findings from this study thus yield actionable guidelines for e-marketplace platforms pursuing omni-channel retailing strategies.

Link: https://doi.org/10.1002/joom.1186

 

 

Revenue management in a refurbishing duopoly with cannibalization

原刊和作者:

Journal of Operations Management Volume69 Issue2

Nughthoh Arfawi Kurdhi (Sebelas Maret University)

Shaunak S. Dabadghao (Eindhoven University of Technology)

Jan C. Fransoo (Tilburg University)

Abstract

Refurbishing has promising economic potential, yet firms remain wary of its potential cannibalization effect on new product sales. Firms need to make strategic choices in competitive settings, involving varying brand strengths and collection constraints. The current study provides an empirical characterization of consumer behavior in such complex settings, which in turn informs an analytical model of optimal pricing policies. The results show that cannibalization (or switching) in a competitive environment has a linear relationship with price discounts, unlike the inverted U-shaped relationship observed in monopolistic settings. The experimental results also highlight the relevance of cross-cannibalization, especially for weaker firms (with low brand value) that compete with stronger firms to sell refurbished products. Our subsequent analytical results reveal how both competitors should adjust their refurbished product prices when internal and cross-cannibalization coefficients change. Weaker firms should focus on surpassing stronger competitors in terms of collection and refurbishing efforts, which implies a predominant focus on operations. Finally, we show that refurbished product prices are a function of, and profits are concave in relation to, the number of core products collected by firms.

Link: https://doi.org/10.1002/joom.1208

 

 

From target to actor: Contagion of honesty and deception across buyer–supplier negotiations

原刊和作者:

Journal of Operations Management Volume69 Issue2

Leopold Ried (Erasmus University Rotterdam)

Stephanie Eckerd (University of Zurich)

Lutz Kaufmann (WHUOtto Beisheim School of Management)

Craig R. Carter (Arizona State University)

Abstract

Understanding negotiators' decision-making processes in buyer–supplier relationships has been of key interest to behavioral operations and supply chain management researchers. We hypothesize that through the exposure to various counterparts in the supply chain network, negotiators' behaviors are influenced by others' behaviors and prone to behavioral contagion—where the target adopts the behavior he/she is subjected to and exhibits it toward a nonpartisan counterpart. This paper examines such contagion where targets turn into actors of honesty and deception across buyer–supplier negotiations. We analyzed text responses from two studies employing scenario-based negotiation experiments with 350 and 424 individuals with B2B sales experience and tested for the effects of previously received behavior (honesty/deception) and different frequency levels of the received behavior. Our results show contagion effects for honesty and deception in both studies. These effects are largely independent from the frequency with which the behaviors have been received, suggesting that a low stimulus frequency suffices to induce contagion of honest and deceptive behaviors across buyer–supplier negotiations. Interestingly, in contrast to our hypothesized key mechanism based on the extant literature, neither injunctive nor descriptive social norms mediated the relationship between received and acted behaviors. We offer alternative explanations and discuss implications for theory and practice.

Link: https://doi.org/10.1002/joom.1212

 

 

Do voluntary environmental programs matter? Evidence from the EPA SmartWay program

原刊和作者:

Journal of Operations Management Volume69 Issue2

Alex Scott (University of Tennessee)

Ming Li (University of Central Arkansas)

David E. Cantor (Iowa State University)

Thomas M. Corsi (University of Maryland)

Abstract

There is mixed evidence on the effectiveness of voluntary environmental programs. We evaluate a voluntary program aimed at reducing transportation emissions, that is, the U.S. EPA SmartWay Program. We construct a novel database of the physical assets used by firms before and after they joined SmartWay and compare changes in the age of their assets with that of firms that did not join SmartWay. Our results show that firms that participated in SmartWay operate substantially newer (i.e., cleaner) trucks compared with non-SmartWay participants, indicating that SmartWay participation is a credible signal of a firm's reduced emissions footprint emanating from truck operations. After the start of SmartWay, firms that joined invested in newer trucks relative to firms that did not, with about a year reduction in average truck age several years after the program began. SmartWay had a larger effect on firms that own their trucks compared with firms that outsource ownership, and sustained participation increased the program's effectiveness. We estimate that the SmartWay Program has reduced commercial transportation emissions from operations by 25.2 million metric tons of CO2 by increasing the incentive to invest in newer, cleaner trucks. Our study provides insight into factors that make voluntary environmental programs effective.

Link: https://doi.org/10.1002/joom.1209

 

 

The inseparable two: Impact of prior success and failure on new product development project discontinuation

Journal of Operations Management Volume69 Issue2

Moren Lévesque (York University)

Annapoornima M. Subramanian (National University of Singapore)

Vareska Van De Vrande (Erasmus University Rotterdam)

Abstract

New product development (NPD) is a risky and expensive endeavor. Therefore, discontinuing less promising NPD projects, based on their development trajectories, is very important, yet firms face challenges when deciding whether and when to discontinue NPD projects. This article examines how characteristics of a firm's prior success and failure experiences, such as the number of launched and discontinued past projects, their attributes (i.e., the codification and quality of the knowledge underlying these past projects), and their level of relatedness (i.e., similarity) to current projects, influence the risks of continuing and discontinuing NPD projects, thus impacting their future discontinuation decisions. We adopt a mixed method approach, where we formally model and empirically test the influence of prior experiences on future decision-making. A formal model enables us to offer reasoning that considers the risks of continuing a project versus discontinuing that project as the basis for theoretical arguments for a set of proposed testable relationships. We then empirically test these relationships on 2938 new drug development projects of biopharma firms worldwide. We find that firms with a greater amount of success and failure experiences tend to discontinue less promising NPD projects sooner than firms with less success and failure experiences. Also, we find that while the attributes (particularly knowledge codification) of successful experiences predominantly helped firms decide on timely discontinuation, failure experiences influenced firms' decision on timely discontinuation only when the projects were closely related to their failure experiences.

Link: https://doi.org/10.1002/joom.1214

发布日期:2023-03-31浏览次数:
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