Management - Doctoral Dissertations - Research Methodology Classification

Case Study Research Methodology

Cross-Border Integration in the Multinational Corporation: The Subsidiary Management Perspective
Adreas Birnik
Professor Cliff Bowman - Guide
Cranfield University Thesis, 2007
https://dspace.lib.cranfield.ac.uk/bitstream/1826/1815/1/PhD%2520Thesis%2520Andreas%2520Birnik.pdf

Theoretical Propositions and Testing

Testing through case studies

On studying strategic planning process in large companies: Theoretical perspectives and evidence
Marie Nauheimer
Prof Winfried Ruigrok and Prof. Simon Peck
St. Gallen, 2007
http://www1.unisg.ch/www/edis.nsf/SysLkpByIdentifier/3429/$FILE/dis3429.pdf

Review of Research Papers in Journal of Operations Management - 2012

Topics on which research papers were published in Journal of Operations Management in 2012

Six Sigma  -  Data Analysis Methods -  Buyer-Supplier Relationship - Retail channel integration with IT - Negotiation - Time-based Competition - Supplier management - Supplier performance
Customer-facing supply chain practices - Customer Returns in Online Retailing - Innovation
Product Variety - Process quality improvement - Supply Chain Fit - Postponement Strategy
Supply Chain Flexibility - Manufacturing Flexibility - Capability Loss - Ambidexterity Competency
E-Government Services - Supplier-facing Process Capabilities - Environmental Management Activities
Foreign Exchange Issues in Outsourcing - Quality Management - Professional Services Operations Management
Science of Operations and Supply-chain Management  - Learning New Tasks in Shop Floor





September 2012

Six Sigma adoption: Operating performance impacts and contextual drivers of success
Pages 437-453
Morgan Swink, Brian W. Jacobs


Emergent clustering methods for empirical OM research
Pages 454-466
Michael J. Brusco, Douglas Steinley, J. Dennis Cradit, Renu Singh


Using partial least squares in operations management research: A practical guideline and summary of past research
Pages 467-480
David Xiaosong Peng, Fujun Lai


July 2012



How does justice matter in achieving buyer–supplier relationship performance?
Pages 355-367
Yi Liu, Ying Huang, Yadong Luo, Yang Zhao


The effects of retail channel integration through the use of information technologies on firm performance
Pages 368-381
Lih-Bin Oh, Hock-Hai Teo, Vallabh Sambamurthy


The influence of relational experience and contractual governance on the negotiation strategy in buyer–supplier disputes
Pages 382-395
Fabrice Lumineau, James E. Henderson


Valuing time in supply chains: Establishing limits of time-based competition
Pages 396-405
Joseph Blackburn




A contingent theory of supplier management initiatives: Effects of competitive intensity and product life cycle
Pages 406-422
Santosh K. Mahapatra, Ajay Das, Ram Narasimhan


Controls, service type and perceived supplier performance in interfirm service exchanges
Pages 423-435
Kristof Stouthuysen, Hendrik Slabbinck, Filip Roodhooft

___________
May 2012
Customer-facing supply chain practices—The impact of demand and distribution management on supply chain success
Pages 269-281
Daniel Rexhausen, Richard Pibernik, Gernot Kaiser


The customer consequences of returns in online retailing: An empirical analysis
Pages 282-294
Stanley E. Griffis, Shashank Rao, Thomas J. Goldsby, Tarikere T. Niranjan


Relationship between quality management practices and innovation
Pages 295-315
Dong-Young Kim, Vinod Kumar, Uma Kumar


Too much of a good thing: The impact of product variety on operations and sales performance
Pages 316-324
Xiang Wan, Philip T. Evers, Martin E. Dresner


Process quality improvement: An examination of general vs. outcome-specific climate and practices in hospitals Original
Pages 325-339
Kenneth K. Boyer, John W. Gardner, Sharon Schweikhart


The link between supply chain fit and financial performance of the firm
Pages 340-353
Stephan M. Wagner, Pan Theo Grosse-Ruyken, Feryal Erhun

______________-

Volume 30, No 3 March 2012

Postponement strategy for international transfer of products in a global supply chain: A system dynamics examination
Pages 167-179
Kanghwa Choi, Ram Narasimhan, Soo Wook Kim


Are internal manufacturing and external supply chain flexibilities complementary capabilities?
Pages 180-200
Manoj K. Malhotra, Alan W. Mackelprang


Enhancing effects of manufacturing flexibility through operational absorptive capacity and operational ambidexterity
Pages 201-220
Pankaj C. Patel, Siri Terjesen, Dan Li


How to learn new tasks: Shop floor performance effects of knowledge transfer and performance feedback Original Research Article
Pages 221-236
Peter Letmathe, Marcus Schweitzer, Marc Zielinski


Imperatives of the science of operations and supply-chain management
Pages 237-244
Kalyan Singhal, Jaya Singhal


Opportunities for developing the science of operations and supply-chain management
Pages 245-252
Kalyan Singhal, Jaya Singhal


Mediated power and outsourcing relationships
Pages 253-267
Sean M. Handley, W.C. Benton Jr.


Vol. 30 No. 1&2 , January 2012



How different is professional service operations management?
Pages 1-11
Michael A. Lewis, Andrew D. Brown




The moderating role of contextual factors on quality management practices
Pages 12-23
Dongli Zhang, Kevin Linderman, Roger G. Schroeder






Ten years after: Interference of hospital slack in process performance benefits of quality practices
Pages 44-54
Susan Meyer Goldstein, Albena R. Iossifova





The influence of exchange hazards and power on opportunism in outsourcing relationships
Pages 55-68
Sean M. Handley, W.C. Benton Jr.
 

The competitive determinants of a firm's environmental management activities: Evidence from US manufacturing industries
Pages 69-84
Christian Hofer, David E. Cantor, Jing Dai


The moderating effects of supplier portfolio characteristics on the competitive performance impacts of supplier-facing process capabilities
Pages 85-98
Xinlin Tang, Arun Rai
 

Revisiting the arcs of integration: Cross-validations and extensions
Pages 99-115
Tobias Schoenherr, Morgan Swink


Designing e-government services: Key service attributes and citizens’ preference structures
Pages 116-133
Viswanath Venkatesh, Frank K.Y. Chan, James Y.L. Thong
Related reference work articles  


Antecedents to ambidexterity competency in high technology organizations
Pages 134-151
Aravind Chandrasekaran, Kevin Linderman, Roger Schroeder
 

The perilous effects of capability loss on outsourcing management and performance
Pages 152-165
Sean M. Handley
 

Review of November 2012 Journal of Marketing

Journal of Marketing

Volume 76, Number 6

Topics Researched

Customer Stewardship Control - Foreign Brand Names - Organizational Identity
Doppelganger Brand Images - Customers' Return Requests - Innovations with Customers
Social Media (Virtual) Presence - Service Participation


Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?
Jeroen Schepers, Tomas Falk, Ko de Ruyter, Ad de Jong, & Maik Hammerschmidt


The Double-Edged Sword of Foreign Brand Names for Companies from Emerging Countries
Valentyna Melnyk, Kristina Klein, & Franziska Völckner


Mapping the Play of Organizational Identity in Foreign Market Adaptation
Julien Cayla & Lisa Peñaloza

How Doppelgänger Brand Images Influence the Market Creation Process: Longitudinal Insights from the Rise of Botox Cosmetic
Markus Giesler


Employees’ Decision Making in the Face of Customers’ Fuzzy Return Requests
Sijun Wang, Sharon E. Beatty, & Jeanny Liu


Creating Major Innovations with Customers: Insights from Small and Young Technology Firms
Nicole E. Coviello & Richard M. Joseph

Beyond the “Like” Button: The Impact of Mere Virtual Presence on Brand Evaluations and Purchase Intentions in Social Media Settings
Rebecca Walker Naylor, Cait Poynor Lamberton, & Patricia M. West


Do Customers and Employees Enjoy Service Participation? Synergistic Effects of Self- and Other-Efficacy
Chi Kin (Bennett) Yim, Kimmy Wa Chan, & Simon S.K. Lam


Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?
Jeroen Schepers, Tomas Falk, Ko de Ruyter, Ad de Jong, & Maik Hammerschmidt

New Concept: Customer Stewardship Control

This article introduces the concept customer stewardship control to the marketing field. This concept represents a frontline employee’s felt ownership of and moral responsibility for customers’ overall welfare. The concept of customer stewardship control is a more encompassing construct than customer orientation, which reflects a person’s focus on meeting customers’ needs.


http://www.marketingpower.com/AboutAMA/Pages/AMA%20Publications/AMA%20Journals/Journal%20of%20Marketing/TOCs/JMTOC_2012.6.aspx

Organizational Culture and Marketing - Research Papers Review

Organizational Culture and Marketing: Defining the Research Agenda
Rohit Deshpande and Frederick E. Webster, Jr.
The Journal of Marketing, Vol. 53, No. 1 (Jan., 1989), pp. 3-15


Maketing studies concentrated on consumer culture. But organizational culture is also important. This paper focuses on that.

Technology Lockout - Review of Research Papers

TECHNOLOGICAL LOCKOUT: AN INTEGRATIVE MODEL OF THE ECONOMIC AND STRATEGIC FACTORS DRIVING TECHNOLOGY SUCCESS AND FAILURE. By: Schilling, Melissa A., Academy of Management Review, 03637425, Apr98, Vol. 23, Issue 2

Technology lockout occurs in industries where a dominant technology emerges or a standard emerges within the industry or through government regulation. The paper develops the theory of this phenomenon. Specifically, it identifies attributes of the firm that are of help in  preventing technology lockout.


Proposition 1: Failure to invest in continuous learning processes will increase the likelihood of technological lockout.
Very often, however, technologies that appear to meet or exceed consumer expectations are rejected by the market. This phenomenon is particularly likely in markets characterized by network externalities. The industrial organization economics research on network externalities indicates that technology adoption decisions often are driven by the size of the technology's installed base or its availability of complementary goods, rather than its technological superiority or inferiority. I consider these two factors and their self-reinforcing effects next.

Proposition 2a: In industries characterized by network externalities, an insufficient installed base will increase the likelihood of technological lockout.

Proposition 2b: Timing may have a mediated effect on the likelihood of technological lockout by influencing the size of the installed base. Later entry increases the likelihood of having an insufficient installed base, which increases the likelihood of technological lockout.

Proposition 3a: For technologies requiring complementary goods, a lack of complementary goods will increase the likelihood of technological lockout.
Proposition 3b: The strength of the relationship between lack of complementary goods and technological lockout will be increased by the presence of network externalities.

Proposition 4a: Timing of entry will have a U-shaped relationship with the likelihood of lockout: entering very early or very late will increase the likelihood of technological lockout.


Proposition 4b: The strength of the relationship between late entry and technological lockout will be increased by network externalities and low entry barriers.
Proposition 4c: The strength of the relationship between very early entry and technological lockout will be weakened by the degree of improvement the technology offers over previous technologies.

Proposition 5: Under conditions of an existing dominant design, the likelihood of technological lockout is positively related to the existence and degree of effectiveness of competitor patents protecting the dominant design.

Proposition 6: Under conditions of an existing dominant design, failure to invest in continuous learning will increase the likelihood of technological lockout.

Positive Attributional Theory of Leadership - Review of Research Papers

Summary Attributional Theory of Leadership: a model of functional attributions and behaviors
C. Lakshman

C. Lakshman, (2008),"Attributional theory of leadership: a model of functional attributions and
behaviors", Leadership & Organization Development Journal, Vol. 29 Iss: 4 pp. 317 - 339


Lakshman pointed out that till this paper, attributional leadership theory focused on biases in attribution and the resulting consequences. He took a positive approach and developed propositions based on accurate attributions and the resulting consequences.


P1. The degree to which managers analyze multiple causes, identifying those
with augmenting schema, ruling out those with discounting schema, with
special attention given to those causes with most augmenting schema or least
discounting schema in complex situations, will lead to more accurate and less
biased attributions of poor performance events.

P2. Managers that are more accurate in their causal analysis have higher and
more positive levels of interactive behaviors, lower feedback latencies, and
develop better strategies for correcting performance deficiencies, thereby
leading their units to higher effectiveness.

P3a. Managers who are not susceptible to gender biases in making performance
attributions are more effective in correcting performance deficiencies and thus
more effective and managers who are perceived to be non-susceptible to
gender biases in making performance attributions obtain higher perceptions
of leadership from their subordinates.

P3b. Managers who are not susceptible to racial biases in making performance
attributions are more effective in correcting performance deficiencies and thus
more effective and managers who are perceived to be non-susceptible to racial
biases in making performance attributions obtain higher perceptions of
leadership from their subordinates.

P3c. Managers who are not susceptible to self-serving attributional biases are
more effective in correcting performance deficiencies and thus more effective
and managers who are perceived to be non-susceptible to self-serving
attributional biases obtain higher perceptions of leadership from their
subordinates.


P4a. Managers who make (self) internal attributions for poor unit performance
look more within themselves for reasons for poor unit performance, develop
plans to correct performance deficiencies, and thereby are more effective.

P4b. Managers who make (self) internal attributions for poor unit performance
look more within themselves for reasons for poor unit performance, and
develop plans to correct performance deficiencies, obtain higher leadership
perceptions from their unit members.

P5a. Managers who attribute unit successes to unit members, enhance the
motivation and satisfaction of those members and are thus more effective.

P5b. Managers who attribute unit successes to unit members obtain higher
perceptions of leadership from them.

P6. Managerial interactive behaviors resulting from accurate attributions are
positive, and help remove subordinate uncertainty and apprehension, thereby
contributing to subordinate self-efficacy, satisfaction and motivation.

P7. Low feedback latency and undistorted feedback on the part of leaders,
resulting from their accurate attributions, serve to enhance subordinate
self-efficacy and remove uncertainty and apprehension.


P8. Managerial strategies for correcting performance deficiencies, resulting from
an internal focus and accurate attributions, serve to enhance subordinate
satisfaction, and motivation.

P9. Enhanced levels of subordinate self-efficacy, satisfaction, and motivation
mediate the impact of functional attributions and behaviors on subordinate
and unit performance and perceptions of leadership.

This is paper is cited in many further papers.

Charismatic CEO Theory - Research Papers

D.A. Waldman, F.J. Yammarino
CEO charismatic leadership: Levels of management and levels of analysis effects
Academy of Management Review, 2 (1999), pp. 266–285

The paper focused on the charismatic leadership of CEOs and it included the relationship between managers very close to the CEO and CEO and employees far from the CEO and CEO also apart from other concepts or variables of interest. Theoretical Propositions were developed in the paper. The proof of the proposition is given by putting up an argument of plausibility in theoretical papers. They are tested empirically in empirical theory testing papers.

Propositions developed in the paper


Proposition I: Adaptive organizational culture will foster the emergence of leaders predisposed to showing charismatic behaviors. Charismatic behaviors will, in turn, reinforce core values of an adaptive culture while helping to change aspects of culture that become dysfunctional over time.

Proposition 2: Charismatic relationships developed between a CEO and Top Management Team (TMT) members will result in heightened TMT cohesion and effort, especially under conditions of perceived environmental volatility.

Proposition 3: Role modeling and TMT effort and cohesion will promote the cascading of charismatic leadership to lower hierarchical echelons.

Proposition 4; Charismatic leadership at lower management levels will result in heightened effort on the part of organizational members, as well as intragroup and intergroup cohesion.

Proposition 5: Charismatic attributions of CEOs at a distance are a function of symbolic behaviors, articulation of an ideologically based vision, sagas, storytelling, and prior organizational performance.

Proposition 6: Charismatic attributions toward the CEO at lower echelons will result in heightened organizational member effort and intergroup cohesion, especially under conditions of perceived environmental volatility.

Proposition 7: Intergroup cohesion will result in linkages regarding the performance objectives of units within an organization so that the subsequent performance of units will be coordinated toward higher-level organizational performance.

Proposition 8: Coordinated operational performance of subunits will lead to higher organizational performance, especially when units are interdependent.

Charismatic Leadership - Theoretical Propositions

Organizational and contextual influences on the emergence and effectiveness of charismatic leadership
Boas Shamir, Jane M. Howell
The Leadership Quarterly
Volume 10, Issue 2, Summer 1999, Pages 257–283

The research propositions in this paper were developed out of the argument or premise that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others

Proposition 1: Charismatic leaders are more likely to emerge under conditions of turbulence and crisis than under conditions of stability and continuity. However, crisis is neither a sufficient nor a necessary condition for the emergence of charismatic leaders.

Proposition 2: Charismatic leadership is more likely to emerge and be effective in psychologically weak situations than in psychologically strong situations.


Proposition 3: Charismatic leadership is more likely to emerge and be effective in dynamic organizational environments that require and enable the introduction of new strategies, markets, products and technologies.

Proposition 4: Charismatic leadership is more likely to emerge and be effective at the early (entrepreneurial) stage, and the late stages (collaboration stage and renewal crisis) than in the middle stages of the organizational life-cycle.

Proposition 5: Charismatic leadership is more likely to emerge and be effective the lower the analyzability of the organizational or departmental technology.

Proposition 6: Charismatic leadership is more likely to emerge and be effective when the tasks of organizational members are challenging and complex, and require individual and group initiative, responsibility, creativity and intense effort.

Proposition 7: Charismatic leadership is more likely to emerge and be effective when performance goals are ambiguous and extrinsic rewards cannot be strongly linked to performance.

Proposition 8: Charismatic leadership is more likely to emerge and be effective in organic organizations than in mechanistic organizations.

Proposition 9: Charismatic leadership is more likely to emerge and be effective in organizations with a clan mode of governance than in organizations with either a market or bureaucratic mode of governance.

Proposition 10: Charismatic leadership is more likely to emerge and be effective in adaptive than in non-adaptive organizational cultures.

Proposition 11: New leaders are more likely than established leaders to emerge as charismatic and have a charismatic influence on organizational members.

Proposition 12: New charismatic leaders are more likely to emerge and be effective when they succeed non-charismatic leaders than when they succeed charismatic former leaders.

Proposition 13: Charismatic leadership is more likely to emerge at the top level of the organization than at lower levels. However, charismatic leadership is not restricted to the top organizational level.

Proposition 14: Charismatic leadership at higher organizational levels will rely on image building, articulation of a strategic vision, rhetorical skills and symbolic activities to produce charismatic effects on followers, while charismatic leadership at lower organizational levels will rely on personal role modeling, building a collective identity within the team, and conveying confidence in followers' capabilities.

Proposition 15: Charismatic leadership is more likely to emerge and be effective when the organizational goals and primary tasks are consistent with dominant social values, and offer both leader and followers an opportunity for moral involvement.

The paper quoted D.A. Waldman, F.J. Yammarino,  "CEO charismatic leadership: Levels of management and levels of analysis effects"
Academy of Management Review, 2 (1999), pp. 266–285

This paper also contains theoretical propositions above charismatic leadership at CEO level.