Academic journal article Journal of Management and Organization

Aligning Operant Resources for Global Performance: An Assessment of Supply Chain Human Resource Management

Academic journal article Journal of Management and Organization

Aligning Operant Resources for Global Performance: An Assessment of Supply Chain Human Resource Management

Article excerpt

ABSTRACT

Purpose: The intent of the paper is to develop the service marketing logic (S-D logic) strategy that is centered on service as a means to differentiate global strategy from those of competitors. The context of the paper is to examine S-D logic in global supply chains. Design/Methodology: The paper is a theory driven conceptual piece. Findings: Globalization emphasizes complex interconnected systems, while S-D logic emphasizes the importance of leveraging operant resources in order to achieve sustainable competitive advantage. Both S-D logic and globalization apply in the supply chain context. This paper focuses on the global supply chain and the importance of leveraging service based operant resources. Because the focus of management has shifted from a domestic to a more complex, threedimensional network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace. Practical Implications: Because the focus of management has shifted from a domestic to a more complex, three-dimensional global network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace. We suggest that in this dynamic marketplace, both globalization and S-D logic are required to fully explain supply chain performance. Specifi cally, we suggest that managers develop a global 'supply-chain management' perspective allowing for the key operant resource - human capital - to create synergistic partner relationships and customer experiences resulting in superior performance. Originality/Value: This is one of the fi rst (if not the fi rst) paper that examines S-D logic in a global context. This move forward from the domestic orientation of many/most of the recent literature provides the foundation for future global research into the S-D logic.

Keywords: operant resources, supply chain management, human resources, service-dominant logic

INTRODUCTION

An unfortunate product of developing narrowing streams of inter-organizational relationship research is that a very limited research stream has addressed the human capital/personnel relationship issues associated with global supply-chain management (exceptions being: Boles, Johnson, & Barksdale, 2000; Gruen, Summers, & Acito, 2000; Hewett & Bearden, 2001; Iacobucci, & Ostrom, 1996). Grounded in the traditional research of the 1990s relationship marketing logic, most of the extant interorganizational relationship studies have focused on relationship quality rather than on the consequences or mechanisms of global supply-chain manager success and their failures in 'resource' bound global relationships.

One major issue in international research and practice is that effective managers are diffi cult to identify (Bartlett, Ghoshal, & Birkinshaw, 2003; Earley & Peterson, 2004; Javidan & House, 2001; Moynihan, 1993; Pucik & Saba, 1998; Harvey, Mayerhofer, Hartmann, & Moeller, 2010). To make the transition from economies of scale to economies of scope (e.g., global), management must leverage human capital almost to the breaking point in order to succeed in the hypercompetitive global marketplace (Harvey, Griffi th, Kiessling, & Moeller, forthcoming). Global human capital (e.g., the combination of management talent/assets with a global mindset) is rapidly becoming the metric by which global organizations are measuring their present but more importantly, future ability to compete in a global context).

As supply chain's work to develop service excellence, they turn towards collaboration. Collaboration is defi ned as two or more companies sharing the responsibility of exchanging common planning, management, execution, and performance measurement information (Daugherty et al., 2006). Such collaboration is particularly necessary in countries that frequently manage with a virtual network (Harvey & Novicevic, 2002; Harvey, Novicevic, & Garrison, 2004, 2005; Harvey & Richey, 2001). …

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