PurposeThe purpose of this paper is to identify sensing, seizing and reconfiguring routines of dynamic capabilities that enable digital transformation in firms.Design/methodology/approachA qualitative approach is used. Representatives from a firm going through digital transformations are interviewed, and focus groups have been carried out with a consultancy firm experienced in giving advice to firms going through digital transformation.FindingsSix routines identified as relevant specifically for digital transformation are identified. These are cross-industrial digital sensing, inside-out digital infrastructure sensing, digital strategy development, determination of enterprise boundaries, decomposition of digital transformation into specified projects and creation of a unified digital infrastructure.Practical implicationsThe authors provide direction for managers on how to approach digital transformation. In relation to previous research, the authors provide more specific guidance regarding how to reconfigure the organization in digital transformation.Originality/valueThe paper uses a novel context for digital transformation and complements the very few studies available using dynamic capabilities to understand digital transformation.
DYNAMIC AND STATIC PRICING IN OPEN-BOOK ACCOUNTINGPurpose: The purpose of this paper is to understand differences between open-book accounting using static prices and open-book accounting using dynamic prices. We identify how these differences influence various aspects of customer-supplier relationships.Design/methodology/approach: This paper is based on a case study involving a builders' merchant and a wood manufacturer in the UK. The builders' merchant under discussion has recently outsourced part of its production to the aforementioned wood manufacturer by using open-book accounting with dynamic prices. For this case study, we have conducted interviews with multiple people from both parties in the agreement.
The production of food can have large impacts on sustainable development in relation to various socio-ecological dimensions, like climate change, the environment, animal welfare, livestock epidemiology, and the economy. To achieve a sustainable food production system in Sweden, an integrated approach that considers all five of these dimensions, and all parts of the food production chain, is necessary. This paper systematically reviewed the literature related to food production in Sweden, especially in association with resource distribution and recycling logistics, and identified potential sustainability interventions and assessed their effects according to the five dimensions. Participation of stakeholders across the food production chain contributed with the focus of the literature search and subsequent synthesis. In general, there were synergies between the sustainability interventions and their effect on climate change and the environment, while there often were trade-offs between effects on the economy and the other dimensions. Few interventions considered effects on animal welfare or livestock epidemiology and few studies dealt with resource distribution and recycling logistics. This indicates that there is a need for future research that considers this in particular, as well as research that considers the whole food production chain and all dimensions at once, and investigates effects across multiple scales.
Structured abstractPurpose: The aim of this paper is to explore supplier integration in the assortment management of builders' merchants by identifying potential factors enabling supplier integration and potential factors mediating the success of supplier integration.Design/methodology/approach: A qualitative case study method was used, in which interviews and participative observations were conducted with a timber supplier and builders' merchants in the UK. Findings:The likelihood that a supplier and a retailer will implement supplier integration is positively affected by the retailer's format as a large chain with several product categories represented in its stores and the retailer's trust in the supplier. Effectiveness and efficiency of supplier integration is mediated by the number of different retail formats represented by the retailers, the ability of the supplier to determine cost drivers in its operations and a homogeneous market, meaning that local circumstances have limited effect on demand. Research limitations/implications:The findings are exploratory and further testing of the propositions, using a wider empirical sample, is required. The paper extends theories relating to resource complementarity and suggests that a resource complementarity framework can be applied in relationships other than alliances.Practical implications: This paper suggests when incorporation of supplier resources is possible to implement and when it is likely to succeed. Originality/value: This paper uses a contingency perspective to explore supplier integration and targets individual buyer-supplier relationships. It uses a dyadic perspective and considers how supplier integration affects the dyad, rather than only the buyer.
Supplier integration in category management means that a supplier takes part in the activities that are traditionally performed by retailers. These activities are the selection of which products to sell, decisions on how to price and market the products, and making sure that the products are delivered to the stores in a timely manner. Depending on the situation, an integration of suppliers in these activities can be more or less suitable.As more research is needed to understand when supplier integration in category management is suitable, the purpose of this thesis is to describe and analyze how situational factors affect the relationship consequences of supplier integration in category management. Specifically, the relationship consequences are expressed in terms of relationship performance and interdependence between the firms.The study builds on empirical data about British and Swedish builders' merchants and their suppliers, with a particular focus on timber suppliers. Data has mainly been collected through participative observations and interviews.Five situational factors that improve the relationship performance of supplier integration in category management are identified: large retailer firms, supplier product knowledge, homogeneity of market demands for the supplier's products, mutual trust and a shared view on customer value between the supplier and retailer. Three situational factors are identified that affect the interdependence between the retailer and the supplier when supplier integration in category management is implemented: supplier product knowledge, whether the supplier or the retailer initiates the integration and whether coercive or non-coercive power has to be used in the implementation.This thesis contributes to retail literature by highlighting the need to include situational factors in the analysis of supplier integration, clarifying which activities are comprised by category management and suggesting a theoretical foundation based on the resource-based view and the transaction cost framework to analyse relationship performance in retailer-supplier dyads. When making decisions on integration, managers of retailers and their suppliers are advised to consider the fit with their overall strategy, the fit with the surrounding situation and the effects both in terms of interdependence and relationship performance. LEVERANTÖRSSAMARBETE I HANDELNHandelns uppgift är att ge allmänheten tillgång till rätt produkter, för rätt pris, på rätt plats och dessutom att informera sina kunder om värdet av dessa produkter. De handelsföretag som lyckas bättre med detta än sina konkurrenter är de som långsiktigt kommer överleva. För att utföra denna uppgift kan handeln ta hjälp av sina leverantörer. Detta kallas för leverantörsintegration. Eftersom leverantörerna ofta har mer kunskap om sina egna produkter och den nytta deras produkter bidrar med, kan leverantörerna spela en viktig roll i handelns arbete med sina produktkategorier.Att ta hjälp av leverantörer innebär dock inte alltid en förbättring fö...
Previous retailer-supplier research reports both positive and negative collaboration outcomes. Resource alignment, or how collaborating actors’ resources affect each other, is a concept that has been brought forward to explain when collaboration increases performance. As the category management of builders’ merchants involves actors with different sets of resources, the resource alignment framework can be used to better understand the outcomes of collaboration in category management. The aim of this paper is to explore resource alignment among actors involved in the category management of builders’ merchants. The paper is based on interviews with top managers in Swedish builders’ merchants. Complementary and supplementary resources held by the involved actors are identified for four distinguished category management activities. Resources needed to further improve the business are also identified. Three propositions are formulated, explaining how supplementary and complementary resources are interrelated and how the situation influences the need for supplementary resources. The description of resource alignment supports retailers and their suppliers concerning how to assign roles and responsibilities in category management activities. While the retailers themselves are often well equipped to manage pricing and inventory management, the supplier can support assortment and marketing management
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