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OM theory 88 OMT1 Theory borrowing in Operations Management: are scholars aligning theory and measures? Pinar Martin, Mark Johnson, Janet Godsell Cranfield School of Management, Cranfield, UK In an attempt to increase the legitimacy of Operations Management as an academic discipline researchers have sought to develop and test theory. This has led to academics in the domain developing their own mid-level theories in addition to ‘borrowing’ theory from the broader management domain. In this research we examine whether this theory has been ‘borrowed’ correctly. We find that in many cases the theory has been used correctly in the research. Additional analysis indicates that we are using a limited number of theories suggesting that there is scope for more theory driven research in the Operations Management field. OMT2 Unpacking operations activities; process, practice and routine perspectives. Stephen Kelly(1), Martin Spring(2) (1)Staffordshire University, Stoke-on-Trent, UK, (2)Lancaster University Management School, Lancaster, UK The task of the operations manager is to create and operate an effective system and this has influenced Operations Management analysis taking a transformation process perspective on sequences of activities to create results. Different, yet complementary, perspectives on purposeful organizational activity would treat these same activities as practices or routines. The three perspectives of process, practice, routine are similar, but have potentially interesting differences of emphasis. Using an illustrative empirical example, this paper considers what insight can be generated if we adopt a practice or routine perspective, in addition to - or instead of - the more normal process perspective. OMT3 A knowledge-based view of process improvement: Examining the role of networks and knowledge acquisition Peter Marzec, Kim Tan Nottingham University Business School, Nottingham, UK This paper seeks to understand how networks and knowledge acquisition effect process improvement activities. Using absorptive capacity to underpin the intersection between knowledge acquisition and networks, this study addresses two research questions: (1) what role do networks play in solving process improvement problems?; and (2) can networking ultimately lead to enhanced process improvement? Results from seven exploratory case studies were analysed using a triple coding framework. The findings suggests networking may assist in problem definition and solution development, however an expansion of network size may not directly correspond to greater problem solving ability.
Performance management in inter-firm relationships PERF1 Virtuality of organizations and performance: a quantitative study in Brazilian manufacturing firms Claudia Mattos(2), Fernando Laurindo(1) (1)USP, São Paulo, Brazil, (2)Centro Universitario FEI, São Paulo, Brazil The aim of this research consist in analyzing the virtuality as a measurable construct along dimensions (internal integration, customer and suppliers) and studying the relationship between virtuality degree and the perception of performance by managers, through a quantitative study performed in Brazilian manufacturing companies PERF2 The giant’s dilemma: to dance or wrestle? Interdependence between large organisations and the effect on relationship performance Donna Marshall(1), Mark Goh(2), Daniel Lynch(3), Eamonn Ambrose(1) (1)University College Dublin, Dublin, Ireland, (2)National University of Singapore, Singapore, Singapore, (3)Dalhousie University, Nova Scotia, Canada This paper attempts to build theory on dependence in buyer-supplier relationships. It brings together previous theory and research on dependence and its effect on supplier relationships. Ten global case studies are used to understand the effect of dependence on strategic relationship success. Our findings suggest that not only the structure of dependence affects the relationship but also the relationship mechanisms used in the relationship and we find three new dependence relationships: reciprocal, competitor and subordinate as well as two new relationship mechanisms: personnel change and humility. PERF3 Supply chain collaboration, inter-firm trust and logistics performance: Evidence from the tourism sector Pairach Piboonrungroj(1),(2), Stephen Disney(1),(3) (1)Cardiff Business School, Cardiff University, Cardiff, UK, (2)Chiang Mai University, Chiang Mai, Thailand, (3) Metropolitan College, Boston University, Boston, USA Whether supply chain collaboration and inter-firm trust has a positive impact on logistics performance is still a subject of debate in the literature. This ambiguity has raised concerns among academics and practitioners. Therefore, we empirically examine the impact of supply chain collaboration and inter-firm trust on logistics performance. We first explore a real tourism supply chain to specify main factors and propose hypotheses. We then statistically test the hypotheses using data from six cases and a survey of 109 firms. The results show that, by establishing joint activities with their partners, firms could significantly improve their logistics performance. 89
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18th International Annual EurOMA Co
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COntEntS Committees 6 Programme ove
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Nektarios Oraiopoulos - University
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Index of abstracts 9
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Index of abstracts ENV9 Understandi
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Index of abstracts ENV38 The Potent
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Index of abstracts GSCN13 Interacti
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Index of abstracts INN4 The Effect
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Index of abstracts MCP7 Seeing the
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Index of abstracts NPD3 The anteced
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Index of abstracts PUB12 Lean and S
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Index of abstracts PURCH3 Instituti
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Index of abstracts SCD15 A simulati
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Index of abstracts SERV26 Analysis
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Index of abstracts STR22 Dynamic ab
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Index of abstracts SUPPLY2 A proces
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abstracts 35
Page 35 and 36: Empirical modelling and simulation
Page 37 and 38: Operations and the environment ENV4
Page 47 and 48: ENV34 Social Indicators for supply
Page 49 and 50: Managing the operations-finance int
Page 51 and 52: Managing global operations: perspec
Page 53 and 54: Governing inter-firm relationships
Page 55 and 56: Global supply chain networks GSCN4
Page 61 and 62: Human resource management aspects i
Page 67 and 68: Innovation in inter-firm relationsh
Page 69 and 70: Managing inter-firm relationships I
Page 71 and 72: Inventory management, planning and
Page 73 and 74: Lean/process improvement LEAN1 Kaiz
Page 75 and 76: Practice and theory building for ma
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Page 79 and 80: Managing the operations-marketing i
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Page 83 and 84: NETSTR1 Networking strategy as a st
Page 85: NPD with suppliers NPD1 Managing in
Page 89 and 90: Process improvement PI4 Randomness
Page 91 and 92: Operations in the public sector PUB
Page 103 and 104: PURCH1 Aligning operations strategy
Page 105 and 106: Capability and the resource-based v
Page 107 and 108: Risk management RISK4 The importanc
Page 109 and 110: Supply chain design SCD4 Supply cha
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Page 113 and 114: Supply chain design SCD16 The contr
Page 115 and 116: The manufacturing-service interface
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Managing the operations-strategy in
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Supplier relationships: developing
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Teaching operations management TOM3
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Understanding inter-firm relationsh
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