Incorporating behavioral theory in OM empirical models

Bendoly, Elliot

doi:10.1016/j.jom.2006.09.003

Cited by 21 publications

(14 citation statements)

References 3 publications

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“…In fact, the behavioral operations management (BOM) literature has increasingly focused its attention on psychological factors and dynamics that drive operations on the individual worker level (Bendoly , Bruccoleri et al. , Butler et al.…”

Section: Introductionmentioning

confidence: 99%

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Groupthink and Project Performance: The Influence of Personal Traits and Interpersonal Ties

Riccobono

Bruccoleri

Größler

2016

Production and Operations Management

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T his study explores whether the negative impact of "groupthink concurrence-seeking behavior" (GTB) on business process reengineering (BPR) projects is affected by group members personal traits and interpersonal ties within the group. To this purpose we conduct and present the results of a longitudinal controlled field experiment over 18 BPR projects lasting 3 months and involving 18 teams comprising 71 first-year MBA students. The main contribution of this study is twofold. First, we explicitly consider and measure the core construct of groupthink phenomenon: that is, GTB. Existing organizational behavior literature has, contrarily, considered only its causes, symptoms, and outcomes. Second, we show evidence that GTB does have a negative impact on group performance in BPR project settings. In this regards, results also indicate that while perceived control, conscientiousness and interpersonal evaluation mitigate the negative impact of GTB on group project performance, confidence, and previous relationships amplify this negative impact, even if they have a direct positive effect on performance. Thanks to the findings of this study, we are able to provide valuable suggestions to managers in charge of BPR projects for ensuring effective performance of project teams and controlling for potential obstacles due to GTB.

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Section: Introductionmentioning

confidence: 99%

“…). Indeed workers' behaviors in operating conditions have an impact on the nature (both quantity and quality) of the work they contribute to, and in turn on the profitability of firms that critically rely on the effectiveness of these workers (Bendoly , Brah et al. , Cantor and Macdonald , New , de Treville and Antonakis , Wingaard et al.…”

Section: Introductionmentioning

confidence: 99%

Groupthink and Project Performance: The Influence of Personal Traits and Interpersonal Ties

Riccobono

Bruccoleri

Größler

2016

Production and Operations Management

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“…However, in the presence of system‐wide information, the impact of both types of problem solving approaches on performance becomes negligible. The contribution of our research is to build on the nascent literature stream of behavior in supply chains by examining the impact of problem solving approaches on supply chain management performance through the use of two experiments (see for example Bendoly (2006), Croson and Donohue (2006, 2003, 2002), Steckel et al (2004), and Sterman (1989)).…”

Section: Introductionmentioning

confidence: 99%

Decision‐making in the supply chain: Examining problem solving approaches and information availability

Cantor

Macdonald

2008

J of Ops Management

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In this paper we investigate the role of two types of problem solving approaches on supply chain performance. Additionally, we investigate how the level of information availability moderates problem solving approach on supply chain performance. We draw on construal level theory from the experimental psychology literature to explain how the problem solving approaches (abstract problem solving approach vs. concrete problem solving approach) contribute to supply chain performance. From this foundation, we run a series of behavioral experiments to test our hypotheses that problem solving approaches and information availability impact supply chain performance as presented in the beer distribution game. A key finding of this study is that individuals who take an abstract problem solving approach are able to perform better than individuals who take a concrete problem solving approach in the context of limited information availability. However, in the context of complete information availability, the impact of both types of problem solving approaches on performance becomes negligible.

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“…While the negative effects of time pressure on supply chains have been established in the literature, we contend that the relationship is more complex and needs further refinement. Specifically, little is known about why retailers impose time pressure on supply chain members, which is an important consideration in light of the calls for more supply chain research that investigates the intentions and interpretations of behavioral exchange (Bendoly ; Tokar ). According to attribution theory, the purpose of attribution research is to answer “why?” questions, and to predict what types of attributions lead to specific responses (Folkes ).…”

Section: Introductionmentioning

confidence: 99%

“…It is important for retailers to understand the different behaviors that manifest from supplier attributions, because such understanding may help retailers justify their demands to minimize potential relational damage associated with asking suppliers to comply with revised timelines. From a theoretical standpoint, attribution theory (Kelley ) is virtually nonexistent in supply chain research, but its use further contributes to the growing body of research that focuses on understanding a supply chain member's perceptions of behavioral responses to supply chain dynamics (Bendoly ; Tokar ).…”

Section: Introductionmentioning

confidence: 99%

Attribution Effects of Time Pressure in Retail Supply Chain Relationships: Moving From “What” to “Why”

Thomas¹,

Davis‐Sramek

Esper³

et al. 2014

J of Business Logistics

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Retail supply chains must be responsive to consumer demand and flexible in adapting to changing consumer preferences. As a result, suppliers are often expected to deal with time pressure demands from retailers. While previous research demonstrates that time pressure can have longer term relational costs that reduce collaborative behaviors and overall relationship quality, this mixed‐methods study goes further by accounting for attribution effects to explain why the time pressure occurs. Specifically, supplier perceptions for the reason of time pressure being within or beyond a retailer's control, rather than time pressure itself, appear to have a stronger effect on relational outcomes. By investigating time pressure through the lens of attribution theory, this research opens a new inquiry of research that moves away from examination of outcomes themselves (the “what”), to examining “why” the outcome occurred.

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Incorporating behavioral theory in OM empirical models

Cited by 21 publications

References 3 publications

Groupthink and Project Performance: The Influence of Personal Traits and Interpersonal Ties

Groupthink and Project Performance: The Influence of Personal Traits and Interpersonal Ties

Decision‐making in the supply chain: Examining problem solving approaches and information availability

Attribution Effects of Time Pressure in Retail Supply Chain Relationships: Moving From “What” to “Why”

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