Eve D. Rosenzweig

The influence of an integration strategy on competitive capabilities and business performance: An exploratory study of consumer products manufacturers

Abstract In this paper, we expand upon recent research by Frohlich and Westbrook [J. Operations Manage. 19 (2) (2001) 185] that characterizes the influence of supply chain integration on performance. Introducing supply chain integration intensity as a proxy variable for Frohlich and Westbrook’s [J. Operations Manage. 19 (2) (2001) 185] ‘outward-facing supply chain strategy’, we investigate the ways that manufacturing-based competitive capabilities mediate the relationship between supply chain integration and business performance. While previous research suggests that supply chain integration is directly related to superior business performance, the mediating role of manufacturing capabilities has not been explored. Using hierarchical regression analysis, we develop and test a theory-based model using a sample of consumer products manufacturers. Contrary to Frohlich and Westbrook’s [J. Operations Manage. 19 (2) (2001) 185] assertions regarding the applicability of the ‘outward-facing strategy’ to the consumer goods sector, our results provide empirical evidence that supply chain integration intensity leads directly to improved business performance, thus corroborating the conventional wisdom concerning the increasing importance of supply chain integration in the consumer products sector. In addition, this study uncovers empirical evidence for the mediating role of manufacturing-based competitive capabilities in supply chain management. These results support the growing call for a broader, more generalized view of manufacturing strategy.

A Tale of Two Countries’ Conservatism, Service Quality, and Feedback on Customer Satisfaction

This article compares the influence of service quality on customer satisfaction in the United Kingdom and the United States and considers the moderating effect of systematic customer feedback and complaint processes. Propositions are developed concerning country differences based on British conservatism. Hypotheses were tested using data from the International Service Study. The results support the conservatism hypothesis, empirically demonstrating that customer reaction to good service is similar, but U.K. and U.S. customers tend to respond differently to poor service encounters based on cultural norms. The authors propose that customer feedback is an often-overlooked factor in explaining the relationship between service quality and customer satisfaction. Much valuable customer feedback may be unrealized in Britain, thus losing the opportunity to improve service design and delivery and creating a vicious cycle. Without intervention, British service firms will continue to deliver levels of service lower than would be acceptable in the United States.

Examining the Influence of Operational Intellectual Capital on Capabilities and Performance

Managers have long been challenged by an abundance of internal and external demands and uncertainties in their operating environments. Anecdotal evidence and a growing number of research studies have advocated process flexibility and product innovation as organization-level operating capabilities critical for responding to such demands and uncertainties, and have highlighted the need for more efficient and effective management of the firms knowledge-based resources. Leveraging arguments from the resource-based and knowledge-based views of the firm, we introduce a second-order latent construct called operational intellectual capital, which represents the organizations operating know-how embedded in a system of complementary (i.e., covarying) knowledge-based resources. We argue that operational intellectual capital influences organization-level operating capabilities such as process flexibility and product innovation, which, in turn, influence business performance. We empirically examine these relationships using structural equation modeling on a cross-section of U.S. manufacturing survey data. Statistical results from the estimation of a coalignment model and comparisons with several other models support our operational intellectual capacity conceptualization and its impact on operating capabilities and business performance, respectively. Our research thus suggests the importance of possessing and leveraging a system of complementary knowledge-based operating resources, and addresses the need for the reformulation of operations strategy theory in terms of the emergent knowledge-based view of the firm.

A framework for the value of information in inventory replenishment

Abstract Technological advances and changes in supply chain management practices have combined to draw attention to the value of information sharing in inventory replenishment. Academic research has produced seemingly conflicting results due to differences in the type of information that is shared, the supply chain structure, and the selection and parameterization of performance goals. This research provides a framework to help explain apparent differences in the extant literature. Our purpose is to understand what determines the value of information. With this specific view, we establish a set of research questions and suggest directions for future research. We introduce a research framework organized around the current literature and established theory. This framework is then evaluated by collectively classifying and coding results from the literature. Using a split-sample, least squares regression analysis, our results provide tentative empirical evidence that supports the framework, but also indicate that there are additional complex relationships among modeling parameters and assumptions that present opportunities for future research.