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Browning ([13]) suggested that, at its core, operations can be considered a "complex, multilayered network of processes connected to people, tools, results, goals, and contexts - sometimes with decentralized controls - and even facilities, firms, alliances, and industries." THE SHARING-ECONOMY FIRM THROUGH AN OM LENS Given the unique operating characteristics of sharing-economy firms, we leverage the recent efforts of Browning ([13]) to evaluate sharing-economy firms from a process-oriented view to identify key process differences between traditional and sharing-economy firms. This is true not only in terms of firm-specific customer rewards/loyalty programs, but sharing-economy firms such as Lyft have also started to develop partnerships with established traditional firm's loyalty programs for reciprocal benefits. While many firm processes related to understanding markets are very similar between sharing economy and traditional firms, we note key differences that accentuate the importance of these processes for sharing-economy firms. [Extracted from the article]

Accounting has been faced with a severe shortage in the supply of qualified doctoral faculty. Drawing upon the international mobility of foreign scholars and the spirit of the international medical graduate program, this article suggests a model to fill the demand in accounting doctoral faculty. The underlying assumption of the suggested model is that there is enough qualified international accounting doctoral scholars who are willing to work in the United States because of natural and artificial benefits, such as the existence of national innovation, knowledge-intensive clusters system, favorable working conditions, and career and earning prospects. A 10-week International Accounting Post-Doctoral Program (IAPDP) is designed to prepare academically competent international accounting faculty to be qualified to work in the United States at AACSB International-accredited institutions. A survey was employed to examine the viability of the proposed model. Our results indicate that qualified international accounting doctoral scholars are interested in the suggested model and the nondoctoral U.S. accounting programs will represent the major job market for these IAPDP graduates. This article should be of interest to accounting educators, business schools, the American Institute of Certified Public Accountants (AICPA), the Association to Advance Collegiate Schools of Business (AACSB) International, and the American Accounting Association (AAA).

Global disruptions can cause unprecedented variability in demand and supply, necessitating rapid repurposing of supply chains. This research investigates supply chain plasticity and a corresponding unique strategy—operational repurposing. Resource dependence theory and social network theory are used to assess the effects of firms' network positions on firm engagement in operational repurposing. Social network analysis and econometric models are utilized to analyze 426 995 supply chain contractual relationships and 64,750 CEO network relationships embedded in 136 firms. The results show that in both supply chain and CEO networks, entrepreneurial network position increases a firm's likelihood to repurpose existing operations, while prominent position reduces it. Furthermore, CEO entrepreneurial network position enhances the positive relationship between supply chain entrepreneurial network position and the likelihood of repurposing. This research provides a deeper understanding of how structural networks affect a firm's supply chain plasticity. It helps industry and policy leaders identify suitable firms to prepare their supply chains in the event repurposing is required. [ABSTRACT FROM AUTHOR]

Governance can be challenging in healthcare operations, particularity when attending physicians lack financial relationships with the hospital. In the absence of formal incentive system mechanisms, it may be possible to use informal relational governance to synchronize activities. We use Relational Resource Based View and Agency theory to conceptualize trust (an informal governance mechanism) and physician employment (a formal governance mechanism) as moderators of key operational phenomena in hospitals. Specifically, we test the moderated effects of trust and physician employment on the relationships among lean strategy, process integration, operational efficiency, and patient satisfaction. Analysis of 583 data points from 302 acute care U.S. hospitals reveals that lean strategy impacts process integration, and process integration impacts operational efficiency and patient satisfaction. Trust enhances the positive relationship between lean strategy and process integration such that the relationship is stronger when physicians are employed by the hospital and weaker when physicians are not employed by the hospital. A post hoc analysis reveals that physician employment also influences how process integration affects patient satisfaction. Our results explain the key roles of trust, physician employment, and integration in linking strategy and outcomes. Practitioner interviews validate and help to tease out the implications of our findings. This study contributes important insights for researchers, executives, and policy makers interested in governance and improvements in healthcare delivery. [ABSTRACT FROM AUTHOR]

ABSTRACT Electronic Medical Records (EMR) studies have broadly tested EMR use and outcomes, producing mixed and inconclusive results. This study carefully considers the healthcare delivery context and examines relevant mediating variables. We consider key characteristics of: (i) interdependence in healthcare delivery processes, (ii) physician autonomy, and (iii) the trend of hospital employment of physicians, and draw on theoretical perspectives in coordination, shared values, and agency to explain how the use of EMR can improve physicians' performance. In order to examine the effects of physician employment on work practices in the hospital, we collected 583 data points from 302 hospitals in 47 states in the USA to test two models: one for employed and another for nonemployed physicians. Results show that information sharing and shared values among healthcare delivery professionals fully mediate the relationship between EMR use and physicians' performance. Next, physician employment determines which mediating variable constitutes the pathway from EMR use to physicians' performance. Finally, we highlight the impact of shared values between the hospital and physicians in enhancing information sharing and physicians' performance, extending studies of these behaviors among network partners in industrial settings. Overall, our study shows that EMR use should be complemented by processual (information sharing), social (shared values), and structural (physician employment) mechanisms to yield positive effects on physicians' performance. [ABSTRACT FROM AUTHOR]

Purpose -- The notion of achieving competitive advantage using a strategic customer service orientation (SCSO) has received increased research attention. The purpose of this paper is to examine the concept of SCSO in the context of rapidly changing competitive market environments. An organization-wide SCSO can be implemented through lean manufacturing practices to achieve favorable operational and business performances (BPs). Design/methodology/approach -- This study employs survey methodology to examine a research model that theorizes eight hypotheses with respect to the relationships among SCSO, human and technical lean practices, and performance outcomes (operational and BPs). Data from 571 firms participating in the International Manufacturing Strategy Survey (IMSS) IV are analyzed using structural equation modeling (AMOS 20). Findings -- The findings suggest that firms with a SCSO implement both human and technical aspects of lean manufacturing practices leading to better performance results. The findings also indicate that performance outcomes are indirectly influenced through the combined efforts of technical and human lean manufacturing practices. Research limitations/implications -- Generalizations here are limited to manufacturing firms. SCSO beyond manufacturing firms like healthcare or high-tech organizations that implement lean practices in response to a SCSO have yet to be examined and provide fertile opportunities for future research. Practical implications -- These findings suggest practical insight into how to integrate service-driven value creation and delivery for achieving both cost effectiveness and quality performance outcomes. Originality/value -- The examination of the consequences of SCSO in manufacturing firms from multiple countries is a novel contribution in the field, as is the examination of technical and human lean practices. It comes at a time when manufacturing firms increasingly recognize the value of services for global competitiveness. [ABSTRACT FROM AUTHOR]

Supply chain management has proven effective in other industries, but healthcare has found its adoption to be challenging and the reason behind it can largely be attributed to the level of complexity involved in the network. 'Complexity' has become a dominant feature of the lexicon of today's supply chain management field, thereby making complexity management a key area of managerial consideration. This paper, in the context of hospital supply chain network, conceptualizes complexity dimensions as quality of relationship, volume and frequency of interactions in the network, number of elements, degree of differentiation among the actors in the network, and extent of interrelationships among network elements. The study investigates the influence of hospital supply-base complexity and customer-base complexity on key Supply Chain Practices (SCPs) using Prahalad and Ramaswamy's (2004) Dialogue-Access-Risk Benefits-Transparency (DART) framework, linking it to dynamic capabilities literature from the value co-creation perspective, using the Service-Dominant Logic (SDL) lens. [ABSTRACT FROM AUTHOR]