Revisiting complexity in the digital age

Mocker, Martin; Weill, Peter; Woerner, Stephanie L.

doi:10.1109/emr.2015.7059382

Cited by 17 publications

(19 citation statements)

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“…Others underline that complexity is not always detrimental to performance (e.g. Manuj and Sahin, 2011;Mocker et al, 2014). Collinson and Jay (2012) found a negative quadratic relationship (i.e.…”

Section: Operations Performance and The Effects Of Complexitymentioning

confidence: 99%

“…This is in line with the claim that SC managers need not to reduce complexity to the lowest level possible (Bozarth et al, 2009;Manuj and Sahin, 2011). In the same vein, Perona and Miragliotta (2004) and Mocker et al (2014) note that structural complexity can imply trade-offs between performance objectives and may be leveraged in pursuit of effectiveness. While prior studies have looked at the effect of SC complexity on some aspects of supply chain disruptions (Bode and Wagner, 2015;Craighead et al, 2007), there is lack of empirical research examining the potential influence of complexity factors on the resilience-performance link.…”

Section: Operations Performance and The Effects Of Complexitymentioning

confidence: 99%

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Effectiveness of resilience capabilities in mitigating disruptions: leveraging on supply chain structural complexity

Birkie

Trucco

Campos

2017

SCM

142

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Purpose-This study aims to investigate the influence of supply chain (SC) complexity on the effectiveness of resilience capabilities in mitigating supply chain disruptions. Hypotheses about direct and moderating influences of complexity on resilience capabilities and performance change after disruption are built and quantitatively tested. Design/methodology/approach-Partial least square-based Structural Equation Modelling (SEM) with formative constructs was employed as an overall approach. Secondary data on SC disruptions, related performance change and resilience practices was collected from multiple sources through a systematic procedure. The data pertaining to independent, moderating and dependent variables was systematically encoded prior to performing regression analysis. Findings-SC structural complexity is found to have a significant positive relation with performance improvement after disruption, along with resilience capability; it also positively moderates the resilience-performance link. Research limitations/implications-The complexity factors we considered in this study do not include dynamic forms due to the nature of data collected. Future research may attempt to include and test if the results of this study could hold also when additional complexity parameters are taken into account. Practical implications-Managers are often trying to reduce supply chain complexity. This study implies that some level of complexity is beneficial also for a better recovery of operational performance affected due to disruption. Resilience capabilities become more effective when leveraged on higher resources and complexity in the supply chain. Originality/value-This is the first study to empirically investigate the influence of SC complexity on the resilience-performance link.

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Section: Operations Performance and The Effects Of Complexitymentioning

confidence: 99%

Section: Operations Performance and The Effects Of Complexitymentioning

confidence: 99%

Effectiveness of resilience capabilities in mitigating disruptions: leveraging on supply chain structural complexity

Birkie

Trucco

Campos

2017

SCM

142

View full text Add to dashboard Cite

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“…There is a large amount of research that discusses the management of complexity (Aitken et al, 2016;Perona and Miragliotta, 2004;Serdarasan, 2013;Manuj and Sahin, 2011;Bozarth et al, 2009;Gottfredson and Aspinall, 2005;Mocker et al, 2014;Ashkenas, 2007;Mariotti, 2007). However, prior efforts in the SC literature have mostly covered a few managerial practices, approaches or solutions to cope with complexity (e.g.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Therefore, effective complexity management can provide companies with competitive advantage (Seth et al, 2017;Mocker et al, 2014). However, and despite the number of studies that discuss the management of complexity at SC or firm level (e.g.…”

Section: Introductionmentioning

confidence: 99%

Managing structural and dynamic complexity in supply chains: insights from four case studies

Campos

Trucco

Huatuco

2019

Production Planning & Control

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This study offers a comprehensive review of the practices that four manufacturing companies employ in their SC function to manage the structural and dynamic complexity of their product portfolio, internal SC, and supplier and customer bases. Moreover, leveraging the results of the inductive in-depth case studies, a classification of complexity management practices consisting of four clusters is advanced: variety reducing, confinement and decoupling, coordination and collaboration, and decision support and knowledge generation. Each cluster's distinctive logic and limitations are discussed and propositions on their managerial scope are introduced, therefore providing managers with relevant insights to design effective complexity management approaches in their organisations.

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“…An exception is presented by Mocker et al. (2014), who found that digitization is key for firms to ensure that complex backend processes do not overwhelm consumers. This gap leaves rich prospects for scholars to explore the interrelationship between downstream (mainly captured in place decisions) and upstream operations (including manufacturing and logistics), including the competing nature of simplicity versus complexity in this context, and its potential to create or compromise value (co‐)creation.…”

Section: Research Avenuesmentioning

confidence: 99%

Value‐facilitating simplification in marketing: A systematic review and research agenda

Gruner

Soutar

2021

Int J Management Reviews

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Consumers’ pursuit of simplicity is gaining traction as a research topic. However, despite an extensive set of studies investigating various facets of simplicity in marketing and related disciplines, knowledge regarding cognitive simplicity remains fragmented. To address this issue, the authors synthesize research findings from diverse literature streams to provide an understanding of simplicity and its relationship with consumers’ cognitive effort as a non‐monetary but crucial cost in the customer journey. This study also introduces value‐facilitating simplification (VFS) as a marketing doctrine that provides firm‐wide guidance for simplifying consumers’ information environments. The authors provide practical VFS examples as well as critical future research avenues before concluding with a discussion of theoretical and practical contributions.

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Revisiting complexity in the digital age

Cited by 17 publications

References 0 publications

Effectiveness of resilience capabilities in mitigating disruptions: leveraging on supply chain structural complexity

Effectiveness of resilience capabilities in mitigating disruptions: leveraging on supply chain structural complexity

Managing structural and dynamic complexity in supply chains: insights from four case studies

Value‐facilitating simplification in marketing: A systematic review and research agenda

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