Pilot Error? Managerial Decision Biases as Explanation for Disruptions in Aircraft Development

Akkermans, Hans; Oorschot, K.E. van

doi:10.1002/pmj.21585

Cited by 17 publications

(17 citation statements)

References 54 publications

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“…Here, a project phase starts before the previous phase is finished, thereby potentially saving time (Terwiesch et al, 2002). This way of working also requires much more interaction and communication between project team members working in different project phases, which enables learning and productivity (Akkermans & van Oorschot, 2016). However, working in parallel with incomplete information or designs from the previous phase also leads to mistakes and rework (emergent issues; Mihm et al, 2003).…”

Section: Dealing With Emergent Issues In Dynamically Complex Projectsmentioning

confidence: 99%

“…Internal issues arise from within the project, primarily caused by the organization of the project itself, and by the way in which the project team tries to deal with emergent issues. Concurrent engineering is often chosen as an organizational process to speed up the project (Akkermans & van Oorschot, 2016) through the overlapping of different project phases. Here, a project phase starts before the previous phase is finished, thereby potentially saving time (Terwiesch et al, 2002).…”

Section: Dealing With Emergent Issues In Dynamically Complex Projectsmentioning

confidence: 99%

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Team Collective Intelligence in Dynamically Complex Projects—A Shipbuilding Case

Hansen

Vaagen

Oorschot

2020

Project Management Journal

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In concurrent engineering projects driven by short delivery times, team performance rests on the team’s capability to quickly and effectively handle different, emergent issues. We conducted an exploratory study of a large, dynamically complex project in which team members had a record of “good problem-solving abilities.” The study revealed how the team members demonstrated a collective ability to swiftly handle emergent issues, which again decreased the intensity of time and performance pressure. Beyond formal processes combined with lean practices, supporting this ability were situation awareness, task-based subgroups, direct lines of communication, and trust.

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Section: Dealing With Emergent Issues In Dynamically Complex Projectsmentioning

confidence: 99%

Section: Dealing With Emergent Issues In Dynamically Complex Projectsmentioning

confidence: 99%

Team Collective Intelligence in Dynamically Complex Projects—A Shipbuilding Case

Hansen

Vaagen

Oorschot

2020

Project Management Journal

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“…Sterman, Oliva, Bendoly and Linderman () point out that system dynamics fosters “the development of process‐based theories that explicitly incorporate the physical and institutional structure of operational systems and the behavioral decision rules of the actors in those systems” (Sterman et al., , p. 4). Finally, system dynamics has also developed good practices for developing models together with management and staff of the companies involved, to secure ownership and commitment to the policy recommendations following from the model (Akkermans, Bogerd & Van Doremalen, ; Akkermans & Van Oorschot, ).…”

Section: Implications For Supply Chain Strategy: Toward a Research Agmentioning

confidence: 99%

Supply Chain Tsunamis: Research on Low‐Probability, High‐Impact Disruptions

Akkermans

Wassenhove

2017

J Supply Chain Manag

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This study introduces supply chain tsunamis as a major strategic supply chain phenomenon. Like their ecological counterparts, supply chain tsunamis occur at relatively long intervals and are therefore easily mistaken for unique events, rather than recurring phenomena. In contrast to ocean tsunamis, they can in principle be prevented through timely and adequate managerial action. However, their immediate impact is just as sudden and disruptive, and their ability to reshape supply chains of companies and even industries equally long lasting. They are fundamentally different from phenomena like the bullwhip effect and black swan events. This study further explores a preliminary typology of supply chain tsunamis by Akkermans and Van Wassenhove (2013). Each type of tsunami focuses on a very different part of the supply chain periphery where the first signals of a developing tsunami can be observed. In this study, we use a detailed example from the high-tech electronics industry to describe how a supply chain tsunami unfolds over time. This is done both from an external and an internal perspective. The external perspective shows the sequence of events visible to the outside observer. The internal perspective focuses on the managerial decision-making processes that cause and (sometimes) resolve supply chain tsunamis. We link the notion of supply chain tsunamis to the broader need to revive strategic operations and supply chain management research. Supply chain tsunamis affect corporate strategy and have a profound impact on business and management. Therefore, we argue that business tsunamis deserve deeper research and suggest avenues for future research.

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“…Sterman, Oliva, Bendoly and Linderman (2015) point out that system dynamics fosters "the development of process-based theories that explicitly incorporate the physical and institutional structure of operational systems and the behavioral decision rules of the actors in those systems" (Sterman et al, 2015, p. 4). Finally, system dynamics has also developed good practices for developing models together with management and staff of the companies involved, to secure ownership and commitment to the policy recommendations following from the model (Akkermans, Bogerd & Van Doremalen, 2004;Akkermans & Van Oorschot, 2016).…”

Section: Decision-makingmentioning

confidence: 99%