Creating Reciprocal Value Through Operational Transparency

Buell, Ryan W.; Kim, Tami; Tsay, Chia-Jung

doi:10.1287/mnsc.2015.2411

Cited by 203 publications

(95 citation statements)

References 82 publications

(39 reference statements)

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“…Lastly, we contribute to the emerging literature on the role of transparency in improving operational decisions and organizational performance (e.g., Buell, Kim, and Tsay [], Mohan, Buell, and John [], Christensen, Floyd, and Maffett []). Taking advantage of the fact that we can directly observe securitized loan performance, we are able to delineate two important channels through which transparency leads to better credit practices.…”

Section: Introductionmentioning

confidence: 99%

Enhancing Loan Quality Through Transparency: Evidence from the European Central Bank Loan Level Reporting Initiative

Ertan

Loumioti²,

Wittenberg-Moerman

2017

J of Accounting Research

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We explore whether transparency in banks’ securitization activities enhances loan quality. We take advantage of a novel disclosure initiative introduced by the European Central Bank, which requires, as of January 2013, banks that use their asset‐backed securities as collateral for repo financing to report securitized loan characteristics and performance in a standardized format. We find that securitized loans originated under the transparency regime are of better quality with a lower default probability, a lower delinquent amount, fewer days in delinquency, and lower losses upon default. Additionally, banks with more intensive loan level information collection and those operating under stronger market discipline experience greater improvement in their loan quality under the new reporting standards. Overall, we demonstrate that greater transparency has real effects by incentivizing banks to improve their credit practices.

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Section: Introductionmentioning

confidence: 99%

Enhancing Loan Quality Through Transparency: Evidence from the European Central Bank Loan Level Reporting Initiative

Ertan

Loumioti²,

Wittenberg-Moerman

2017

J of Accounting Research

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“…Not surprisingly then a large body of scholars has embraced this focus on People Operations. Findings have highlighted the critical role of factors such as learning (Lapré and Nembhard 2010;KC, Staats and Gino 2013), individuals subverting the system through workarounds (Tucker 2007;2015), employee interaction with customers (Buell, Kim and Tsay 2016), and the choice of whether to execute a given task, or not (Freeman, Savva and Scholtes 2016;Ibañez et al 2017).…”

Section: Introductionmentioning

confidence: 99%

“…The controlled, research laboratory is an important and helpful methodology to couple with field data as it permits us to not only conceptually replicate our main finding, but also to understand the mechanism through which it occurs. Increasingly we find that People Operations studies are combining these two approaches (e.g., Buell et al 2016;Staats, KC and Gino 2016).…”

Section: Introductionmentioning

confidence: 99%

Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

Staats

Kouchaki

et al. 2017

SSRN Journal

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How individuals manage, organize, and complete their tasks is central to operations management. Recent research in operations focuses on how under conditions of increasing workload individuals can increase their service time, up to a point, in order to complete work more quickly. As the number of tasks increases, however, workers may also manage their workload by a different process -task selection. Drawing on research on workload, individual discretion, and behavioral decision making we theorize and then test that under conditions of increased workload individuals may choose to complete easier tasks in order to manage their load. We label this behavior Task Completion Bias (TCB). Using two years of data from a hospital emergency department we find support for TCB and also show that it improves shortterm productivity. However, although it improves performance in the short-term we find that an overreliance on this task selection strategy hurts performance -as measured both by speed and revenue -in the long run. We then turn to the lab to replicate conceptually the task selection effect and show that it occurs due to the positive feelings individuals get from task completion. These findings provide an alternative mechanism for the workload-speedup effect from the literature. We also discuss implications for both research and the practice of operations in building systems to help people succeed in both the short and long run.

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“…Learning:  Observer's view of the full workflow (versus an isolated task) can increase motivation, understanding/knowledge, self-worth, identification with the customer, and strategic value-creation for the company (Buell & Norton, 2011Buell et al 2016;Burke and Logson, 1996), creating a culture of transparency that can even be shared with customers to drive increased customer satisfaction (Bitner, 1990;Bitner, Booms, & Mohr, 1994;Buell & Norton, 2011Mohr & Bitner, 1995).…”

Section: Process Visibilitymentioning

confidence: 99%

“…In other words, "watch our workflow." This can affect effort and satisfaction, especially in the service industry (Liu, Eisingerich, Auh, Merlo, & Chun, 2015), by reducing customer uncertainty and demonstrating employee effort (e.g., Buell, Kim, & Tsay, 2016;Buell & Norton, 2011Staats, Dai, Hofmann, & Milkman, 2016) across otherwise bounded or veiled activities (Rowe & Slutzky, 1963;Vidler, 2003).  Transparency as surveillance-close, constant, and comprehensive supervision by managers.…”

mentioning

confidence: 99%

Making Transparency Transparent: The Evolution of Observation in Management Theory

Bernstein¹

2017

ANNALS

176

144

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Observation is key to management scholarship and practice. Yet a holistic view of its role in management has been elusive, in part due to shifting terminology. The current popularity of the term "transparency" provides the occasion for a thorough review, which finds (a) a shift in the object of observation from organizational outcomes to the detailed individual activities within them; (b) a shift from people observing the technology to technology observing people; and (c) a split in the field, with managers viewing observation almost entirely from the observer's perspective, leaving the perspective of the observed to the realm of scholarly methodology courses and philosophical debates on privacy. I suggest how the literature on transparency and related literatures might be improved with research designed in light of these trends.KEYWORDS: transparency, privacy, performance, organizations, management theory ACKNOWLEDGEMENTS: I thank Julie Battilana, Ethan Burris, Tim Earle, Amy Edmondson, John Elder, Elizabeth Hansen, Rosabeth Moss Kanter, Joshua Margolis, Tsedal Neeley, Nitin Nohria, Shefali Patil, Kathy Qu, Ryan Raffaelli, Lakshmi Ramarajan, and Bradley Staats for feedback on prior versions of this work; Jim Detert, Sim Sitkin, and two anonymous reviewers for insightful and developmental feedback; and the Harvard Business School for financial support.Please cite as: Bernstein, E. S. Making transparency transparent: The evolution of observation in management theory. Academy of Management Annals, 11(1): 217-266. 2We are increasingly observed and observing at work. Fifty years ago, a typical manager might have tracked production, revenue, and expenses against budget and periodically observed workers during in-person audits (e.g., Dalton, 1959). Today, advances in technology, from smart cameras to wearable tracking devices, make possible a kind of real-time "SuperVision" (Gilliom & Monahan, 2012) far beyond any level of observability envisioned 50 years ago or when Frederick Taylor (1911) originally promoted managerial oversight through scientific management.Public attention is captured by extreme examples of observation at work, like handheld computers (Amazon) or wearable bands (Tesco) tracking and optimizing employees' every move (Head, 2014;Kantor & Streitfeld, 2015;Rawlinson, 2013), embedded sensors in large fleets of company-owned trucks (e.g., UPS) recording hundreds of measurements to capture every action of the truck and its driver to unearth and enforce time-saving tactics (Goldstein, 2014;Levy, 2015), cameras at Las Vegas casino Harrah's tracking the smiles of card dealers and wait staff as a proxy for customer service quality (Peck, 2013), point-of-sale systems scraping every transaction for signs of employee fraud (Pierce, Snow, & McAfee, 2015), and RFID (radiofrequency identification)-enabled workspaces automatically capturing factory worker progress (Ranganathan, 2015), how long employees spend at their desks (Zillman, 2016), and even who does and does not use hand-soap and hand-sanitizer dispensers ...

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Creating Reciprocal Value Through Operational Transparency

Cited by 203 publications

References 82 publications

Enhancing Loan Quality Through Transparency: Evidence from the European Central Bank Loan Level Reporting Initiative

Enhancing Loan Quality Through Transparency: Evidence from the European Central Bank Loan Level Reporting Initiative

Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

Making Transparency Transparent: The Evolution of Observation in Management Theory

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