This research uses three in‐depth case studies to establish the drivers and sources of volume flexibility. We find that in all three firms, there is significant concern among managers for gaining competitiveness through volume flexibility. We also find that there are several avenues for developing a volume flexible response and that deployment of these tactics is dependent on the availability of resources and systems. To verify some of these propositions we report on the outcomes of a field survey that measures the importance firms place on volume flexibility as well as the corresponding actions they take to remain volume flexible. Our critical finding is that short‐ and long‐term sources of volume flexibility have a positive, albeit differential, impact on a firm’s performance.
PurposeThe use of reverse logistics has received increased attention in the literature, although the role that reverse logistics capabilities plays in enabling firms to achieve cost savings has not been empirically examined. Reverse logistics capabilities can enable retailers to enhance their return policies and improve their overall cost position. This paper aims to address these issues.Design/methodology/approachBased on a survey of 295 retailers, this paper evaluates the influence of customer and retailer related antecedents of reverse logistics capabilities and their subsequent impact on cost savings.FindingsThe results indicate that resource commitments and contractual obligations positively influence reverse logistics capabilities and that these capabilities result in cost savings. Customer opportunism is found to be negatively related to reverse logistics capabilities. It is also reported that reverse logistics capabilities partially mediates the relationship between resource commitments, contractual arrangements, and reverse logistics cost savings.Originality/valueThis work builds on the recent research in reverse logistics; however, unlike other contributions in this research stream, the role of retailers who perform a critical role in this area is addressed.
PurposeThe purpose of this paper is to leverage the lessons learned from three published studies on volume flexibility in the capital goods industry to demonstrate the effective use of methodological triangulation in operations management research.Design/methodology/approachThe paper uses lessons learned from three published studies to address several issues that researchers encounter when using methodological triangulation. It also develops a coherent framework for developing a research strategy that uses methodological triangulation.FindingsIn demonstrating the use of triangulation, the paper documents several tradeoffs that researchers face including: outlining a triangulation strategy; considering the strengths and weaknesses of different data sources; assessing convergent, complementary divergent and meta inference; and paying attention to errors of inference during the triangulation process.Research limitations/implicationsAs with every research method, methodological triangulation has limitations that can be amplified by method specific issues and assumptions related to across‐method generalization and inference.Practical implicationsProvides a detailed example of why and how researchers make critical decisions on the appropriate use of methodological triangulation.Originality/valueThis work will assist future researchers who use triangulation to better position their work and to make informed choices that ultimately lead to more complete theories. This work would also be on interest to practitioners interested in keeping up with academic literature.
Given the significant costs and customer service ramifications associated with the return of retail merchandise it is important to understand the underlying reasons for product returns. One such underlying reason is cognitive dissonance. Customers who experience cognitive dissonance may seek to undo the effects of a regretted choice by returning the product in question. This research examines the influence of two forms of cognitive dissonance (emotional dissonance and product dissonance) on the frequency of product returns. Three antecedents (consideration of liberal return policies, customer opportunism, and switching barriers) are examined in terms of their influence on cognitive dissonance and product returns. In addition, the moderating role of gender and store brand is reported. The research is based on a survey of Wal‐Mart and Target customers who engaged in product returns. Structural equation modeling is used to verify and test these relationships. Emotional dissonance and product dissonance were found to be positively related to product returns frequency. It was found that consideration of liberal return policies reduces both emotional and product dissonance, while customer opportunism and switching barriers increase both dimensions of cognitive dissonance. Both gender and store brand were found to be significant moderators of the relationships between cognitive dissonance and two antecedents (consideration of liberal return policies and customer opportunism). In addition, gender and store brand moderated the linkage between product dissonance and emotional dissonance, and the linkage between emotional dissonance and return frequency.
T he prevalence of fluctuating demand is increasingly seen as a serious and ongoing issue facing the health services industry. Volume flexibility in a health care setting represents a means to improve service delivery and it allows organizations to leverage their scarce resources for optimal utilization in response to fluctuations in patient demand. This paper develops a research framework that describes four volume flexible strategies based on literature reviews and structured field interviews of health care administrators at a Carnegie I research and teaching hospital. This prescriptive framework and the propositions that are developed create a foundation to help guide future research on the important relationships between demand uncertainty, volume flexible strategies, and organizational performance.
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