Operations management and the resource based view: Another view

Bromiley, Philip; Rau, Devaki

doi:10.1016/j.jom.2015.11.003

Cited by 247 publications

(219 citation statements)

References 71 publications

(113 reference statements)

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“…This work and subsequent publications (e.g. Bloom & Reenen, 2010a;Bloom et al, 2012) is the most influential recent work on the field and sparked the theoretical discussion of the usefulness of the RBT (Bromiley & Rau, 2016;Hitt, Xu, & Carnes, 2016).…”

Section: Measuring the Level Of Management Practicesmentioning

confidence: 88%

Management Practices as Capabilities Leading to Superior Performance

Brito

Sauan

2016

BAR, Braz. Adm. Rev.

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This paper has three main contributions to the debate about the value of management practices. First, the empirical confirmation of a strong and significant relationship between the level of management practices and three major dimensions of firms' performance (profitability, growth and productivity). The value of this contribution is grounded on a survey of 124 companies in a focused and careful choice of context: packaging industry in an emerging country, Brazil. Second, our theoretical conceptualization of management practices as capabilities addresses recent criticism of the Resource-based Theory and suggests there is no need for a new theory as the proposed Practice-based View. The third main contribution relates to the factors that affect the development of management practices. We confirmed that larger firms tend to have higher levels of management practices, although no support was found for the influence of another factor, the family ownership. We also identified that managerial hubris can be seen as a new strong factor negatively affecting the development of higher levels of management practices. Finally, the findings of this paper can bring attention to management as a new, internal component of the so-called Custo Brasil (Brazilian Cost) and its practical effect on the competitiveness of the Brazilian firms.

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Section: Measuring the Level Of Management Practicesmentioning

confidence: 88%

Management Practices as Capabilities Leading to Superior Performance

Brito

Sauan

2016

BAR, Braz. Adm. Rev.

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“…Moreover, higher IT integration with supply chain partners and the resulting enhanced demand and supply visibility enable firms to take better control of their inventories, allowing them to react more swiftly to impending market changes (Lee and Whang, 2000; Zhou and Benton, 2007). However, while it is evident that larger firms have more resources at their disposal, these resources are not necessarily available (Bromiley and Rau, 2016). Therefore, integrating existing resources and leveraging them effectively leads to competitive advantages (Newbert, 2008; Hitt et al, 2016).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Inventory agility upon demand shocks: Empirical evidence from the financial crisis

Udenio

Hoberg

Fransoo

2018

J of Ops Management

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The objective of this paper is to identify antecedents of inventory agility (i.e., the capability to quickly adapt inventories to changes in demand) upon demand shocks based on the awareness‐motivation‐capability (AMC) framework and to explore the link between inventory agility and financial performance. We introduce an empirical measure of inventory agility based on the deviation of relative inventories (i.e., inventory days) from their forecasted values. We hypothesize that firms with higher awareness, motivation, and capabilities are associated with higher inventory agility in the presence of demand shocks. We define two empirical measures for each of the three dimensions of the AMC framework in the context of inventory agility: awareness (i.e., market orientation and technology orientation), motivation (i.e., gross margin and liquidity), and capabilities (i.e., inventory management capability and resource availability). In addition, we incorporate the constraining factor model (CFM) into the AMC framework, thus allowing for complementarity among the different measures. In this view, the influence of each of the measures on inventory agility varies according to which of the measures is the constraining factor for a given firm. The 2008 financial crisis may have tested firms' inventory agility more than any other crisis since the Great Depression, as an unprecedented collapse of demand coincided with a reduction in credit availability. Therefore, for our analysis, we use firm‐level empirical data from 1263 public U.S. manufacturing firms for the 2005–2011 period. We find that firms' motivation and capabilities are key factors associated with inventory agility. Through the CFM, we show that identifying the constraining factors leads to a more refined understanding of the moderating effects of the antecedents of inventory agility. In a separate analysis, we find that inventory agility is positively associated with a number of financial performance metrics during crisis periods. We distinguish between inventory underages and overages and find that, during the crisis, they are both associated with lower financial performance. Furthermore, we find evidence that higher underages (overages) magnify the effect of overages (underages). Among other managerial insights, our findings suggest that the use of inventory reductions as a quick way to increase liquidity must be gauged against their potential impact on other aspects of financial performance.

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“…Bromiley and Rau and Breton-Miller and Miller have raised the question that why, under uncertainty, some firms outperform others [2,3]. Typically, supply chains serve the strategic goals through inter-reliant value-adding processes.…”

Section: Introductionmentioning

confidence: 99%

Analyzing Supply Chain Uncertainty to Deliver Sustainable Operational Performance: Symmetrical and Asymmetrical Modeling Approaches

2017

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Abstract:The purpose of this study is to analyze different types of supply chain uncertainties and suggest strategies to deal with unexpected contingencies to deliver superior operational performance (OP) using symmetrical and asymmetrical modeling approaches. The data were collected through a survey given to 146 supply chain managers within the fast moving consumer goods industry in Thailand. Symmetrical modeling is applied via partial least squares structural equation modeling (PLS-SEM) in order to assess the theoretical relationships among the latent variables, while asymmetrical modeling is applied via fuzzy set qualitative comparative analysis (fsQCA) to emphasize their combinatory causal relation. The empirical results support the theory by highlighting the mediating effect of supply chain strategy (SCS) in the relation between supply chain uncertainty (SCU) and firms' OP and, hence, deliver business sustainability for the firms, demonstrating that the choice of SCS should not be an "either-or" decision. This research contributes by providing an illustration of a PLS-SEM and fsQCA based estimation for the rapidly emerging field of sustainable supply chain management. This study provides empirical support for resource dependence theory (RDT) in explaining the relation between SCU and SCS, which leads to sustainable OP. From a methodological standpoint, this study also illustrates predictive validation testing of models using holdout samples and testing for causal asymmetry.

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Operations management and the resource based view: Another view

Cited by 247 publications

References 71 publications

Management Practices as Capabilities Leading to Superior Performance

Management Practices as Capabilities Leading to Superior Performance

Inventory agility upon demand shocks: Empirical evidence from the financial crisis

Analyzing Supply Chain Uncertainty to Deliver Sustainable Operational Performance: Symmetrical and Asymmetrical Modeling Approaches

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