Guangming Cao

Bio: Guangming Cao is an academic researcher from University of Bedfordshire. The author has contributed to research in topics: Business analytics & Business value. The author has an hindex of 18, co-authored 58 publications receiving 1409 citations. Previous affiliations of Guangming Cao include College of Business Administration & Ulster University.

Collaborative supply chain practices and performance: exploring the key role of information quality

Abstract: Purpose - This paper seeks to report the results of a study examining the importance of information quality for the efficacy of collaborative supply chain practices. Design/methodology/approach - A questionnaire was sent to procurement managers throughout the supply chain within the German automotive industry. Regression analyses illustrate the differences in performance of collaborative practices under high and low information quality scenarios. Findings - The study illustrates that the impact of collaborative supply chain practices (i.e. information sharing, incentive alignment, joint-decision making) on performance varies significantly depending on the quality of information that is exchanged throughout the supply chain. Specifically, whilst information sharing improves operational performance when low and high quality information is exchanged, incentive alignment and joint decision making only improve operational performance when the information is of high quality. Originality/value - Although research on the performance impact of collaborative supply chain practices has advanced over the past decade, there is still a scarcity of research acknowledging the multidimensional nature of collaboration. Additionally, the importance of information quality for the success of collaborative practices has not been firmly established. The paper addresses this void in the literature by reporting results of an empirical study examining collaborative supply chains and practices within the German automotive industry. The paper will thus be beneficial to supply chain managers considering collaborative practices and will support further empirical research work in the collaborative supply chain research field.

Opposites attract: organisational culture and supply chain performance

Abstract: Purpose – The aim of this paper is to expand the knowledge of buyer-supplier relationships by investigating the extent to which organisational cultural fit between a buyer and supply chain participants influences performance. Design/methodology/approach – The study was conducted in a FMCG supply chain. A cultural dimensions questionnaire was used in a focal organisation (the buyer) and it identified best and poorest performing supply chain. The results were analysed using a series of ANOVA's within the respective supply chains. The findings were then triangulated via qualitative methods. Findings – The findings demonstrate that complementarity rather than congruence between the supply chain partners achieved successful performance outcomes. Organisations in the high-performing supply chain had significantly different cultural profiles, reporting significant statistical differences across all six cultural dimensions. Organisations in the low-performing supply chain had almost identical profiles across all six cultural dimensions with significantly lower mean scores across each dimension. Research limitations/implications – The deconstruction of organisational culture into its constituent dimensions in a supply chain provides insights for academics. Propositions are presented which provide a platform for further studies. Future studies could develop these findings by using a larger sample, over a longer period of time, and adding mediating variables that impact supply chain outcomes. Practical implications – Managers should pay attention to cultural evaluation within the supplier selection process as well as finance or strategic evaluations. A shared supply chain culture of norm-based trust and openness may yield better outcomes and reduced conflict and uncertainty throughout the supply chain. Originality/value – This is one of the first papers to deconstruct and measure organisational cultural fit empirically in a supply chain context.

A systemic view of organisational change and TQM

Abstract: While total quality management (TQM) has been widely applied in the management of change, and is likely to remain a priority into the next century, failure rates at times above 75 per cent give cause for concern. The study on which this paper is based has reviewed TQM as an approach to change management. Four interrelated classifications of organisational change are presented: change as structure (or “functional change”), process, values, or power distribution. Of these, it is contended, TQM adequately addresses only process change, with incidences of failure closely correlated to the application of process‐based TQM techniques in change contexts characterised by structure, values or power. This study suggests that, for TQM to be applied successfully, either an approach is required which adequately addresses all types of change context (a so‐called “systemic” approach), or its application needs to be restricted to those contexts where process dominates.

Linking Business Analytics to Decision Making Effectiveness: A Path Model Analysis

Abstract: While business analytics is being increasingly used to gain data-driven insights to support decision making, little research exists regarding the mechanism through which business analytics can be used to improve decision-making effectiveness (DME) at the organizational level. Drawing on the information processing view and contingency theory, this paper develops a research model linking business analytics to organizational DME. The research model is tested using structural equation modeling based on 740 responses collected from U.K. businesses. The key findings demonstrate that business analytics, through the mediation of a data-driven environment, positively influences information processing capability, which in turn has a positive effect on DME. The findings also demonstrate that the paths from business analytics to DME have no statistical differences between large and medium companies, but some differences between manufacturing and professional service industries. Our findings contribute to the business analytics literature by providing useful insights into business analytics applications and the facilitation of data-driven decision making. They also contribute to managers’ knowledge and understanding by demonstrating how business analytics should be implemented to improve DME.

Exploring the important role of organizational factors in IT buisness value: taking a contingency perspective on the resource-based view

Abstract: Despite the importance to researchers and practitioners of how information technology (IT) contributes to organizational performance, there is an ongoing debate about the extent of IT business value (ITBV) and how to measure ITBV. Recently, a number of researchers have applied resource-based view (RBV) and contingency theory to investigating ITBV, with mixed results. Researchers have started to recognize that ITBV is closely associated with the synergies created from IT and a variety of complementary organizational factors, which might be an alternative way to explain these mixed results. Through a review of the literature, this paper assesses the current level of knowledge in ITBV research. It identifies that significant progress has been made in the research domain, but that in-depth inquiry into ITBV is still needed. Based on RBV and contingency theory, a research framework has been developed. The framework suggests that firms might be able to gain significant performance improvements if IT resources are in alignment with additional organizational factors (i.e. organizational strategy, organizational process, organizational culture, organizational structure). The authors believe that this framework will be valuable in assisting researchers and practitioners in understanding the complex ITBV process.

Using Multivariate Statistics

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Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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.

Multivariate Data Analysis With Readings

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