Author
Christopher W. Craighead
Other affiliations: University of North Carolina at Charlotte, University of Texas at Arlington, Auburn University ...read more
Bio: Christopher W. Craighead is an academic researcher from University of Tennessee. The author has contributed to research in topics: Supply chain & Supply chain management. The author has an hindex of 31, co-authored 64 publications receiving 5225 citations. Previous affiliations of Christopher W. Craighead include University of North Carolina at Charlotte & University of Texas at Arlington.
Papers published on a yearly basis
Papers
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TL;DR: It is argued, de facto, that supply chain disruptions are unavoidable and, as a consequence, that all supply chains are inherently risky.
Abstract: Supply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's global marketplace. Extant research has not only confirmed the costly nature of supply chain disruptions but has also contributed relevant insights on such related issues as supply chain risks, vulnerability, resilience, and continuity. In this conceptual note, we focus on a relatively unexplored issue, asking and answering the question of how and why one supply chain disruption would be more severe than another. In doing so, we argue, de facto, that supply chain disruptions are unavoidable and, as a consequence, that all supply chains are inherently risky. Employing a multiple-method, multiple-source empirical research design, we derive novel insights, presented as six propositions that relate the severity of supply chain disruptions (i) to the three supply chain design characteristics of density, complexity, and node criticality and (ii) to the two supply chain mitigation capabilities of recovery and warning. These findings not only augment existing knowledge related to supply chain risk, vulnerability, resilience, and business continuity planning but also call into question the wisdom of pursuing such practices as supply base reduction, global sourcing, and sourcing from supply clusters.
1,343 citations
TL;DR: In this article, the authors conducted a multi-industry, multi-methodology empirical study on supply chain disruptions and found that several common themes and issues surfaced as being critical to successful disruption analysis and mitigation as well as resilient supply-chain design.
Abstract: While the literature related to supply-chain disruptions is informative, it has primarily focused on supply-chain disruptions from a general or high-level view of the phenomenon (e.g. supply-chain uncertainty, risk perceptions). Additionally, although most would agree that disruptions are present in all supply chains, there is a limited amount of information on how to deal with them from a practical perspective in both the short term and long term. Because of the importance of and research needs within this area, we launched a major multi-industry, multi-methodology empirical study on supply-chain disruptions. The study is multi-faceted in that it seeks insights into many issues within the broad area of global sourcing and supply-chain disruptions. Throughout our various interactions with industry, we found that several common themes and issues surfaced as being critical to successful disruption analysis and mitigation as well as resilient supply-chain design. Within this paper, we report on these key iss...
572 citations
TL;DR: In this article, the authors present a framework for examining the service recovery process and then report on an empirical study to test this framework, which not only validate much of what is anecdotally claimed by researchers and casual observers of service industries but also highlight the role of operational activities in service recovery.
528 citations
TL;DR: In this paper, the authors provide an in-depth systematic investigation of supply resiliency using systems theory and the resource-based view of the firm as the theoretical underpinnings.
Abstract: In today’s global business environment, supply chains have increased in both length and complexity. This increase in length and complexity coupled with a focus on improving efficiency, such as lean manufacturing practices, may lead to higher levels of supply chain risk where the likelihood of a disruption severely impacting supply chain performance increases. Resilient supply chains have been touted as a means to reduce the likelihood and severity of supply chain disruptions. However, there is little empirical evidence relative to the factors that contribute to or detract from supply resiliency. Using systems theory and the resource-based view of the firm as the theoretical underpinnings, this study provides an in-depth systematic investigation of supply resiliency. Adopting a theory-building approach based on a multi-industry empirical investigation, this study derives empirical generalizations linking 19 supply chain characteristics to supply resiliency. The study culminates in a framework that could be used to assess the level of resiliency in a supply base. Building on this framework, the study also provides a supply resiliency matrix that can be utilized to classify supply chains, or supply chains segments according to the level of resiliency realized. This article concludes by proposing several future research directions and issues that may be investigated in more detail.
480 citations
TL;DR: Given the potentially severe effects of CMV, authors should apply the recommended CMV remedies within their survey-based studies, and reviewers should hold authors accountable when they fail to do so.
Abstract: Common method variance (CMV) is the amount of spurious correlation between variables that is created by using the same method-often a survey-to measure each variable. CMV may lead to erroneous conclusions about relationships between variables by inflating or deflating findings. We analyzed recent survey research in IEEE Transactions on Engineering Management, Journal of Operations Management, and Production and Operations Management to assess if and how scholars address CMV. We found that two-thirds of the relevant articles published between 2001 and 2009 did not formally address CMV, and many that did address CMV relied on relatively weak remedies. These findings have troubling implications for efforts to build knowledge within information technology, operations and supply chain management research. In an effort to strengthen future research designs, we provide recommendations to help scholars to better address CMV. Given the potentially severe effects of CMV, authors should apply the recommended CMV remedies within their survey-based studies, and reviewers should hold authors accountable when they fail to do so.
390 citations
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01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.
3,668 citations
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations
TL;DR: In this paper, the authors present an integrated perspective on resilience through an extensive review of the literature in a number of disciplines including developmental psychology and ecosystems, identifying and addressing some of the current theoretical gaps in the existing research.
Abstract: Purpose – In the emerging disciplines of risk management and supply chain management, resilience is a relatively undefined concept. The purpose of this paper is to present an integrated perspective on resilience through an extensive review of the literature in a number of disciplines including developmental psychology and ecosystems. In addition, the paper identifies and addresses some of the current theoretical gaps in the existing research.Design/methodology/approach – Supply chain resilience has been defined by a number of disciplines. An integrative literature review is conducted in an attempt to integrate existing perspectives. This review also serves as the basis for the development of a conceptual model.Findings – The key elements of supply chain resilience and the relationships among them, the links between risks and implications for supply chain management, and the methodologies for managing these key issues are poorly understood. Implications for future research advocate testing the proposed mod...
1,373 citations
TL;DR: The aim of this paper is to review recently published papers in reverse logistic and closed-loop supply chain in scientific journals and identify gaps in the literature to clarify and to suggest future research opportunities.
1,364 citations