David J. Ketchen

An Examination of Cultural Competitiveness and Order Fulfillment Cycle Time within Supply Chains

Supply chains are increasingly important, yet little is known about the determinants of their success and failure. Drawing on the resource-based view and research on “adhocracy,” in this study we e...

Addressing Common Method Variance: Guidelines for Survey Research on Information Technology, Operations, and Supply Chain Management

Common method variance (CMV) is the amount of spurious correlation between variables that is created by using the same method-often a survey-to measure each variable. CMV may lead to erroneous conclusions about relationships between variables by inflating or deflating findings. We analyzed recent survey research in IEEE Transactions on Engineering Management, Journal of Operations Management, and Production and Operations Management to assess if and how scholars address CMV. We found that two-thirds of the relevant articles published between 2001 and 2009 did not formally address CMV, and many that did address CMV relied on relatively weak remedies. These findings have troubling implications for efforts to build knowledge within information technology, operations and supply chain management research. In an effort to strengthen future research designs, we provide recommendations to help scholars to better address CMV. Given the potentially severe effects of CMV, authors should apply the recommended CMV remedies within their survey-based studies, and reviewers should hold authors accountable when they fail to do so.

Competitive edge: A strategic management model

Abstract To assess a firms strategic position, its managers must collect and interpret data regarding the firm itself, its competitors, its stakeholders, and the industry. Having implement a strategy based on that information, the managers further must measure that strategys effect. The “competitive-edge model” presented in this article provides a series of questions to guide the strategic decision-making and data-collection process so that managers gain an explicit picture of what is happening with their firm, their competitors, and the industry. Equipped with the requisite information, managers can develop marker and non-marker strategies by matching internal resources with external opportunities. Market-based strategies seek to provide an advantage for the firm over its competitors by appealing to specific customer attributes. Non-market strategies take into account aspects of the environment not directly related to customers, including the actions of government, shareholders, and special interest groups.

Atteindre l’excellence dans les plans de recherche grâce à la quête de la perfection : vers un étalonnage théorique fort

RESUMÉ La recherche concernant la chaîne d’approvisionnement est de plus en plus basée sur la théorie, les plans de recherche sont de plus en plus rigoureux et les méthodes d’analyse se sont approfondies et élargies. Compte tenu de cette progression importante et positive, nous pensons qu’il est temps pour les chercheurs d’abandonner la méthode de collecte des données classique, à savoir les enquêtes mono-source, en raison de ses limitations inhérentes. Dans le passé, les enquêtes mono-source ont permis de réaliser des avancées significatives dans le développement des connaissances, mais ce domaine a tellement progressé que des plans plus solides sont désormais nécessaires. Au lieu d’attaquer les précédents travaux de recherche réalisés au moyen d’enquêtes mono-source (y compris les nôtres), et au lieu de donner des conseils « rustines » (par ex. obtenir plus de répondants), nous proposons de suivre une trajectoire plus constructive, selon laquelle les chercheurs devraient laisser leur théorie conduire leurs plans de recherche. Plus précisément, nous proposons le concept d’étalonnage théorique (le niveau auquel les préceptes clés de la théorie d’une étude sont capturés au sein de son plan de recherche) et nous décrivons quatre approches que les chercheurs peuvent adopter pour améliorer l’étalonnage théorique. Nous espérons que, à l’avenir, les enquêtes resteront un moyen important de renforcer les connaissances et d’informer les dirigeants, mais que les gardiens des revues spécialisées jugeront insuffisants les plans de recherche uniquement basés sur des enquêtes mono-source.

Information Asymmetry in Management Research: Past Accomplishments and Future Opportunities

Information asymmetry is a condition wherein one party in a relationship has more or better information than another. The information asymmetry concept is widely diffused throughout management research, and its existence is a core assumption within leading theories on organizations. Despite information asymmetry’s central role, however, there have been no systematic reviews of the management literature using the concept. As a result, there is no established level of knowledge of information asymmetry as a management concept, nor is there a unified basis for directing future research leveraging the concept. In response, we review 223 relevant articles from leading management journals and develop a framework for organizing and assessing information asymmetry research. We consolidate understanding of information asymmetry’s meaning, conceptual applications, roles in different theoretical models, antecedents, and how focal actors’ self-interests influence the selection of mechanisms for managing it. Further, we highlight opportunities for extensions to core management theories and specify research prospects within several management subfields. Overall, the framework can help guide researchers as they work to advance understanding of one of the management field’s most ubiquitous concepts.