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Matthew W. McCarter

Bio: Matthew W. McCarter is an academic researcher from University of Texas at San Antonio. The author has contributed to research in topics: Social dilemma & Supply chain management. The author has an hindex of 17, co-authored 54 publications receiving 2033 citations. Previous affiliations of Matthew W. McCarter include University of Illinois at Urbana–Champaign & Brigham Young University.


Papers
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Journal ArticleDOI
TL;DR: In this paper, a qualitative analysis of the benefits, barriers, and bridges to successful collaboration in strategic supply chains is provided. But, the people issues, such as culture, trust, aversion to change, and willingness to collaborate are more intractable.
Abstract: Purpose – The purpose of this article is to provide academics and practitioners a quantitative and qualitative analysis of the benefits, barriers, and bridges to successful collaboration in strategic supply chains. Design/methodology/approach – A triangulation method consisting of a literature review, a cross‐functional mail survey, and 51 in‐depth case analyses was implemented. Senior managers from purchasing, manufacturing, and logistics were targeted in the mail survey. The break down by channel category interviews is as follows: 14 retailers, 13 finished goods assemblers, 12 first‐tier suppliers, three lower‐tier suppliers, and nine service providers. Findings – Customer satisfaction and service is perceived as more enduring than cost savings. All managers recognize technology, information, and measurement systems as major barriers to successful supply chain collaboration. However, the people issues – such as culture, trust, aversion to change, and willingness to collaborate – are more intractable. People are the key bridge to successful collaborative innovation and should therefore not be overlooked as companies invest in supply chain enablers such as technology, information, and measurement systems. Research limitations/implications – The average mail‐survey response rate was relatively low: 23.5 percent. The case study analyses were not consistent in frequency across channel functions. Although the majority of companies interviewed and surveyed were international, all surveys and interviews were managers based in the US. Practical implications – This study provides new insight into understanding the success and hindering factors of supply chain management. The extensive literature review, the cross‐channel analysis, and case studies provide academics and managers a macro picture of the goals, challenges, and strategies for implementing supply chain management. Originality/value – This paper uses triangulation methodology for examining key issues of supply chain management at multiple levels within the supply chain.

662 citations

Journal ArticleDOI
TL;DR: In this paper, two distinct dimensions to information sharing, connectivity and willingness, are identified and analyzed and two dimensions are found to impact operational performance and to be critical to the development of a real information sharing capability.
Abstract: Purpose – The purpose of this paper is to understand how information technology (IT) is used to enhance supply chain performance.Design/methodology/approach – A large‐scale survey and semi‐structured interviews were used to collect industry data.Findings – Two distinct dimensions to information sharing – connectivity and willingness – are identified and analyzed. Both dimensions are found to impact operational performance and to be critical to the development of a real information sharing capability. However, many companies are found to have placed most of their emphasis on connectivity, often overlooking the willingness construct. As a result, information sharing seldom delivers on its promise to enable the creation of the cohesive supply chain team.Research limitations – Despite the extensive data collection, the research represents a snapshot of practice. Replication from a longitudinal perspective would help define how IT is evolving to enable supply chain management.Practical implications – A roadmap...

521 citations

Journal ArticleDOI
TL;DR: In this paper, the authors view managed supply chains as a form of social dilemma and identify solutions that may be implemented unilaterally by individual firms or jointly by the alliance to maintain the "indispensable virtue" of high trust that allows supply chains to effectively create added value.

226 citations

Journal ArticleDOI
TL;DR: In this paper, the authors used a quasi-longitudinal, multi-case interview methodology to explore the reasons why collaboration strategies fail to deliver intended results, and they built and described a taxonomy of relational resistors.
Abstract: Purpose – The purpose of this study is to elaborate theory regarding the reasons why collaboration strategies fail. The relational view posits that supply chain integration can be a source of competitive advantage. Few firms, however, successfully co-create value to attain supernormal relational rents. Design/methodology/approach – This study uses a quasi-longitudinal, multi-case interview methodology to explore the reasons why collaboration strategies fail to deliver intended results. The authors interviewed managers at 49 companies in Period 1 and managers at 57 companies in Period 2. In all, 15 companies participated in both rounds of interviews. Findings – This study builds and describes a taxonomy of relational resistors. The authors then explore how sociological and structural resistors reinforce each other to undermine collaborative behavior. Specifically, the interplay among resistors: obscures the true sources of resistance; exacerbates a sense of vulnerability to non-collaborative behavior that ...

146 citations

Journal ArticleDOI
TL;DR: In this article, the authors posit that although information technology integration is necessary for a supply chain to succeed, people are also crucial and propose that managers must take into consideration organizational culture and the education and training of employees to facilitate supply chain collaboration and success.
Abstract: Some scholars have been so blunt as to claim that information technology is the answer to all the problems facing supply chain managers. We posit that, although information technology integration is necessary for a supply chain to succeed, people are also crucial. We further propose that managers must take into consideration organizational culture and the education and training of employees to facilitate supply chain collaboration and success. We interviewed 51 senior-level supply chain managers across five channel positions. Findings support our position that management of people is crucial to supply chain integration, and that integration is improved through an accommodating organizational culture and training and educational programs. Also from our findings, we supply a prescription for building the supply chain cross-functional manager.

69 citations


Cited by
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Journal ArticleDOI
TL;DR: The Human Side of Enterprise as mentioned in this paper is one of the most widely used management literature and has been widely used in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

3,373 citations

Book Chapter
01 Jan 2010

1,556 citations

01 Jan 2000
TL;DR: “As a boy and then as an adult, I never lost my wonder at the personality that was Einstein.”
Abstract: 在翟象俊主编的《大学英语》第2册第5单元中,有这样一个句子:“As a boy and then as an adult, I never lost my wonder at the personality that was Einstein.”教参中指出“the personality that was Einstein”应理解为“the personality which was the most striking characteristic of Einstein”,该句译为“作为一个孩子,到后来作为一个成人,我一直对爱因斯坦的个性惊叹不已”。很明显,在这里译者把“personality”理解为“个性,人格”,但本人认为应译为“人物,名人”更妥。“personality”可作“个性,人格”讲,但它还有另外一个重要意思。在陆谷孙主编的《英汉大词典》(1993年版)中,“personality”第3条释义为:“个人,人物,名人”:“appoint a personality to lead a campaign,派一个人去领导一场运动”。“a personality in the news,新闻人物”。在...

1,096 citations