Supplier development with benchmarking as part of a comprehensive supplier risk management framework Structured AbstractPurpose: The purpose of the paper is to present and empirically support a theoretically sound, operational, and easy-to-implement supplier risk management framework that focuses on supplier development using a benchmarking approach.Design/methodology/approach: The paper develops a five stage framework for supplier risk management, entailing supplier risk identification, assessment of supplier risks, reporting and decision of supplier risks, supplier risk management responses, and supplier risk performance outcomes, that builds on the conceptual approach of Ritchie and Bridley (2007a) and the approach of the Association of Insurance and Risk Managers (AIRMIC, 2002). The operation of the framework is illustrated in a single case study of a UK firm. Findings:The paper contributes to the research in operations management and particularly in risk management in the specific field of supplier risk management. The study presents details of one of the later stages of the risk framework (i.e. management responses stage) and enhances the understanding of how the development of suppliers can be conducted so as to create a vital supplier base. Research implications/limitations:As an analytical method, the use of factor analysis generally requires metric scaled data, but we applied it to ordinal-scaled data. Therefore, we had to confirm our two-factor solution with non-metric multidimensional scaling. In addition, the operation of our supplier risk framework is demonstrated within one firm only. Further case studies are therefore needed to strengthen the research findings. Originality/Value:The study goes beyond the conceptual discussion of supplier risk management, and demonstrates the activities a firm can undertake in response to supplier risk ratings and assessments. Practical implications:Managers can use the supplier risk management framework to develop firm-specific risk management programs, and to create management responses that influence and improve their relationships with suppliers. The framework is fully operational, easy to implement; and facilitates proactive supplier risk management, rather than reactive crisis management.
Institutional pressures impact on IS adoption success via two success determinates Coercive and normative pressure influence the chosen project management approach Only mimetic but not normative pressure impacts project team competence Formality of the project management approach influences team competence Project management approach and team competence impact IS adoption success
Published as: Matook, S. and Indulska, M. (2009) Improving the quality of process reference models: A quality function deployment-based approach. AbstractLittle academic work exists on managing reference model development and measuring reference model quality, yet there is a clear need for higher quality reference models. We address this gap by developing a quality management and measurement instrument. The foundation for the instrument is the well-known Quality Function Deployment (QFD) approach. The QFD-based approach incorporates prior research on reference model requirements and development approaches. Initial evaluation of the instrument is carried out with a case study of a logistic reference process. The case study reveals that the instrument is a valuable tool for the management and estimation of reference model quality.Keywords: reference model, reference model quality, reference model characteristics, quality function deployment. design of enterprise models and enable organizations to apply 'best practice' knowledge. The use of high quality RM can result in cost and risk reductions, as well as an improvement of the organization's business processes [57]. It is estimated that the use of RM in projects can reduce the project duration and required financial resources by 30% [59]. Clearly, while there is much potential for savings with the use of RM, using a low quality RM can be damaging to the performance of the organization and to the quality of its decision making. Business processes, and therefore also RM, contain decision making components, such as policies or business rules for example [54], hence a high quality specification of the RM is important to ensure compliance with various requirements.In other words, an organization should ensure that the considered RM is complete, accurate, and easily configurable (i.e. flexible) for their purpose. To date, however, little work has been carried out that might provide guidance for the selection of high quality RM, let alone guidance for the development process that leads to high quality RM [45]. Only a few studies have focused on the quality of RM, despite reference modeling being an established field in Information Systems research. This situation is despite the fact that prior research has explicitly identified the need to close this gap [71]. For example, according to Fettke and Loos [23], the selection of models is increasingly complicated while being 'a crucial task for the project'. Frank [24] concludes that "… the evaluation of reference models is a challenging, yet important task". Accordingly, the organizations that develop RM (e.g. standardization or regulation bodies), and also those that are potential RM users, would value an instrument that aims to increase the quality of RM, through guiding its development, and also provides an easy measure of model quality that can be used in communication between the RM provider and RM user organizations. Indeed, the research presented in this paper was incepted by a request from a German standardization bod...
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