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Operations and Supply Chain Management Commons™
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- Adoption (1)
- Auditing standards (1)
- Benefits (1)
- Boycotts (1)
- Business process outsourcing (1)
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- Business value of IT (1)
- Citizens United (1)
- Energy production (1)
- Gay rights (1)
- Industrial organization economics (1)
- Information technology (1)
- J. C. Penney (1)
- Offshoring (1)
- Organizational capabilities (1)
- Organizational learning (1)
- Outsourcing (1)
- RFID (1)
- Radio Frequency Identification (1)
- Sarbanes-Oxley Act (1)
- Secondary boycotts (1)
- Stakeholder influence strategies (1)
- Stakeholder theory (1)
- Strategic management (1)
- Supply chain (1)
- Supply chain management (1)
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Articles 1 - 5 of 5
Full-Text Articles in Operations and Supply Chain Management
Chesapeake Energy Corporation, Brian Blaylock, David Earle, Danielle Smith, Jeffrey S. Harrison
Chesapeake Energy Corporation, Brian Blaylock, David Earle, Danielle Smith, Jeffrey S. Harrison
Robins Case Network
Chesapeake is the second largest producer of natural gas in the United States, but the company is struggling financially. In addition, its CEO left the company amid governance concerns. This case provides a description of upstream, midstream and downstream energy production and trends in those segments, and how Chesapeake has shifted its emphasis in an effort to increase its performance. The extreme price volatility in this industry is also described, as are technological advances in areas such as “fracking.”
Anticipating, Preventing, And Surviving Secondary Boycotts, Judith Schrempf-Stirling, Douglas A. Bosse, Jeffrey S. Harrison
Anticipating, Preventing, And Surviving Secondary Boycotts, Judith Schrempf-Stirling, Douglas A. Bosse, Jeffrey S. Harrison
Management Faculty Publications
Even the best stakeholder-managed firms can suffer when they become the targets of a secondary boycott, as recent headlines attest. A secondary boycott is a group’s refusal to engage a target firm with which the group has no direct dispute in an attempt to sway public opinion, draw attention to an issue, or influence the actions of a disputant. This article provides a new perspective and tools for both scholars and managers concerned with this phenomenon. Building on a stakeholder theory foundation, we examine possible actions managers can take to avoid being surprised by a secondary boycott, propose conditions that …
Organizational Learning And Capabilities For Onshore And Offshore Business Process Outsourcing, Jonathan W. Whitaker, Sunil Mithas, M. S. Krishnan
Organizational Learning And Capabilities For Onshore And Offshore Business Process Outsourcing, Jonathan W. Whitaker, Sunil Mithas, M. S. Krishnan
Management Faculty Publications
This paper identifies and analyzes firm-level characteristics that facilitate onshore and offshore business process outsourcing (BPO). We use organizational learning and capabilities to develop a conceptual model. We test the conceptual model with archival data on a broad cross section of U. S. firms. Our empirical findings indicate that firms with experience in onshore information technology (IT) outsourcing and capabilities related to IT coordination applications and process codification are more likely to engage in BPO, and firms with experience in internationalization are more likely to engage in offshore BPO. We also find that IT coordination applications have a greater impact …
A Field Study Of Rfid Deployment And Return Expectations, Jonathan W. Whitaker, Sunil Mithas, M. S. Krishnan
A Field Study Of Rfid Deployment And Return Expectations, Jonathan W. Whitaker, Sunil Mithas, M. S. Krishnan
Management Faculty Publications
Radio Frequency Identification (RFID) technology promises to transform supply chain management. Building on previous research in information systems and supply chain management, this paper proposes a theoretical framework for RFID adoption and benefits, and tests the framework using data on U.S. firms. Our analysis suggests that there is a positive association between information technology (IT) application deployment and RFID adoption. We find that RFID implementation spending and partner mandate are associated with an expectation of early return on RFID investment, and a perceived lack of industry-wide standards is associated with an expectation of delayed return on RFID investment. These results …
The Sox-Rfid Connection, Porcher L. Taylor Iii, Nezih Altay
The Sox-Rfid Connection, Porcher L. Taylor Iii, Nezih Altay
School of Professional and Continuing Studies Faculty Publications
Companies expect to gain many benefits from implementing Radio Frequency Identification (RFID) technology. Perhaps the one cited most often is lower supply chain costs, which result from the improved inventory visibility that the technology affords. But there's another often overlooked advantage that supply chain managers should know about: RFlD technology can help them fulfill the requirements of the Sarbanes-Oxley Act (SOX) if implemented and integrated properly. Conversely, RFID can complicate the already complex and costly internal mandates of SOX if the implementation is not approached the right way.