Purpose
The purpose of this paper is to discuss the roles of a supply chain management (SCM) department. To achieve that, this study empirically examines the relationship between internal supply chain structure and operational performance, using survey data collected from 108 Japanese manufacturers.
Design/methodology/approach
Based on a literature review of not only organizational theory but also other fields such as marketing, logistics management, operations management and SCM, this study focused on two structural properties, formalization and centralization and divided operational performance to firm-centric efficiency and customer-centric responsiveness. To examine the analytical model using these dimensions, this study conducted a structural equation modeling.
Findings
The correlation between centralization of operational tasks and centralization of strategic tasks, the impacts of centralization of both tasks on formalization and the effect of formalization on responsiveness performance were demonstrated. In addition, the reasons for formalization not positively influencing efficiency performance were explored through follow-up interviews.
Practical implications
Manufacturers need to formalize, as much as possible, a wide range of SCM tasks to realize operational excellence. To establish such formalized working methods, it is effective to centralize the authorities of both operational and strategic tasks in a particular department. In addition, inefficiency due to strict logistics service levels is a problem that all players involved in the supply chain of various industries should work together to solve.
Originality/value
The theoretical contribution of this study is that the authors established an empirical process that redefined the constructs of formalization and centralization, developed these measures and examined the impacts of these structural properties on operational performance.
The number of nonpermanent employees has been sharply increasing recently. With such situations, this paper aims to clarify the job attitude of the nonpermanent employees, focusing on organizational commitment, mental health and work motivation in particular. A survey was conducted among employees of 17 social welfare corporations. It was revealed that nonpermanent employees have higher levels of affective and internalized factors of organizational commitment and work motivation than permanent employees, and the complete opposite was suggested for continuance commitment. The survey showed no significant results for other variables. In conclusion, it is suggested that management should think about the various practices like job enrichment in order to enhance positive factors of organizational commitment and work motivation of permanent employees.
Employee's acceptance of new HRM practices and organizational commitment : a case of university A Kazuki MATSUYAMA (Kinki University Business Administration)The purpose of this paper is to investigate what makes employee accept new HRM practices. This study also examines the relationship between acceptance of this new HRM practices and organizational commitment. We researched a private university which announced a policy to come to attach importance to education. It was found that employee recognize more consistency between organizational strategy and HRM practice, employee more esteem the HRM practice. Furthermore, it was verified that continuance commitment had negative effect to employee's acceptance of new HRM practice intended organizational change.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.