Derrick E. D'Souza

Toward a taxonomy of manufacturing flexibility dimensions

Abstract Researchers agree on the importance of manufacturing flexibility but are somewhat divided on the dimensions of this important construct. This paper seeks to find a middle-ground by working toward a generally acceptable taxonomy of manufacturing flexibility dimensions. The authors build on extant literature and propose a theoretically grounded operationalization of the manufacturing flexibility construct. Operational measures of manufacturing flexibility dimensions are identified and tested on a sample of 240 manufacturing firms. Results indicate good support for the theorized taxonomy.

Manufacturing strategy, business strategy and firm performance in a mature industry

Abstract This research investigates the relationship between manufacturing strategy, business strategy and firm performance in a mature industry. Past research is synthesized, and a parsimonious conceptual framework is developed. The framework is then tested on a sample of 85 firms in the broadwoven fabric industry (SIC 2211). The results show a significant relationship between the business strategy and the manufacturing strategy of the firm. They support the argument found in the literature that functional level strategies should support business level strategies. A significant relationship was also found between manufacturing strategy and performance of the firm. In particular, the manufacturing functions quality assurance process and its ability to deliver a quality product/service were found to correlate significantly with firm performance. Implications of the findings are discussed.

Venturing into foreign markets: the case of the small service firm

The study contrasts foreign market entry behavior of small and large service firms. The sample consisted of 141 firms of which 54 were small firms and 87 were larger firms. The study provides empirical evidence that the behavior of small firms differs from that of larger firms mainly in service industries characterized by higher capital intensity. It also suggests that at lower levels of capital intensity, small firm behavior may resemble that of larger firms. More specifically, In industries characterized by lower levels of capital Intensity, small service firms are as likely as their larger counterparts to enter culturally distant markets and to choose foreign direct Investment (FDI) modes of entry. But, at higher levels of capital Intensity, small service forms are less likely than larger ones to enter culturally distant markets, and to choose FDI modes of entry.

Toward a Contextually Anchored Service Innovation Typology

In an increasingly service-centered economy, service innovation is crucial to maintaining a firms competitive advantage. While service innovation has attracted much attention and has resulted in the development of several service innovation typologies, these attempts remain rooted in the goods-versus-services perspective. In addition, limited attention has been devoted to theoretically anchoring these typologies in the key determinants of service innovation. Our study aims to close these gaps by developing a service innovation typology that is embedded in the service-dominant logic (SDL) and anchored by contextually relevant dimensions—environmental uncertainty, strategic orientation, and market orientation. This article presents an eight-cell service innovation typology and discusses its managerial and research implications. It is our belief that framing the typology along three contextually important dimensions and embedding in the SDL provides a richer and more appropriately specified articulation that is theoretically robust and will be useful to managers responsible for service innovation.

Aligning Erp Systems with International Strategies

Abstract With the globalization of trade and economics, large multinational enterprises are turning to enterprise resource planning (ERP) systems to meet their international information management needs. However, misalignments between the firms ERP system and its international strategy can often result in unsuccessful ERP implementations and sub-optimal business performance. Building on prior research, this article presents a systematic logic that can be used by business executives to address the alignment challenges. in particular, it provides details on three ERP systems issues that should be addressed: (1) systems configuration, (2) information architecture, and (3) systems rollout to reap the benefits of ERP system alignment.

The influence of ERP system implementation on the operational performance of an organization

a b s t r a c t We investigate changes in operational performance that result from enterprise resource planning (ERP) system implementation. A literature-based and theory-driven model was developed to examine the rela- tionship between ERP system implementation status and operational performance. Data were gathered through a field study to test the hypothesized relationships. The results indicate that the implementation of each ERP system module influences operational performance measures differently. In addition, the results highlight the varying influence of the implementation of the ERP system, as a whole, on oper- ational performance measures. Our findings suggest that a better understanding of the contribution of ERP systems to operational performance can be obtained if researchers and managers assess changes in operational performance at both the modular and the system levels.

Third World Joint Venturing: A Strategic Option for the Smaller Firm

This paper identified critical factors that affect the success of joint ventures in Third World countries. It suggests a framework for assessing the fit between smaller firms from developed countries and Third World firms that enter into such joint ventures. The article links international operations to local operations of the smaller firm from developed countries, and suggests areas for future research to align its focus.

Think Phased Implementation for Successful Data Warehousing

Abstract Industry watchers have noted that the success rate of data warehouse (DW) implementations has not been exemplary. It is believed that over 50 percent of DW implementations fail to achieve their stated goals. However, there are things that executives can do to improve their chance of success. Like other forms of organizational change, the DW implementation process follows a three-phased pattern of evolution. Clear recognition by management of the phased logic of DW implementation, and the differing role of critical implementation factors (CIFs) in each of the phases, can enhance the probability of success. This article presents a framework that helps executives visualize how CIFs can be customized and embedded in each phase of the DW implementation process.

Exploring the Contribution of Virtual Worlds to Learning in Organizations

Despite the growing interest of business executives, there is limited academic research on the contributions of virtual worlds to learning in organizations. We address this limitation by using a recently developed typology of virtual world capabilities to investigate the potential contributions of virtual worlds to learning in organizations. Recognizing that learning occurs at three levels within the organization, we proceed to develop a theoretical framework that relates virtual world capabilities to learning at each level. Our research contributes to the field by integrating multiple theoretically anchored dimensions and offering a framework that should serve as a building block for research on, and use of, virtual worlds in learning interventions in organizational settings.

Value co-creation through knowledge exchange in franchising

Purpose – This paper proposes a knowledge-exchange framework for value co-creation in franchise network. Design/methodology/approach – This conceptual study integrates literature on franchising, knowledge based view of the firm, absorptive capacity, and service dominant logic to propose a theoretical framework for value co-creation in franchising using knowledge as an operant resource. Findings – The proposed framework suggests that in a franchise network value is co-created by three key actors – franchisor, franchisees, and the customers; the operant resource these key actors bring to the value creation process is knowledge; and the absorptive capacity of principal actors and the appropriation hazard affect the flow and sharing of knowledge. Research limitations/implications – The authors hope that the proposed knowledge exchange framework for value co-creation in franchise networks provides an impetus for future research in this critical aspect of franchising – i.e. viewing knowledge as an operant resou...