Using partial least squares in operations management research: A practical guideline and summary of past research

Peng, David Xiaosong; Lai, Fujun

doi:10.1016/j.jom.2012.06.002

Cited by 1,171 publications

(1,089 citation statements)

References 69 publications

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“…To test our research model, we employed the partial least square (PLS) approach using Smart PLS (Oh, Teo, & Sambamurthy, 2012), supported by a full set of robustness checks, following the indication provided by Peng and Lai (2012). This components-based approach is appropriate to accommodate the presence of mediation relationships (see Figure 1) and does so effectively with a relatively small sample size (Peng and Lai, 2012).…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

“…This components-based approach is appropriate to accommodate the presence of mediation relationships (see Figure 1) and does so effectively with a relatively small sample size (Peng and Lai, 2012). The dataset satisfies the criterion that the sample size should be at least 10 times larger than the largest number of structural paths directed at any one construct (Chin, Marcolin, & Newsted, 2003).…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

“…Table 4 shows the PLS results of the estimation models, including standardized path coefficients, with the significance based on two-tailed t-tests for our hypotheses. To test the robustness and quality of the structural model estimate, we followed Peng and Lai's (2012) instructions. First, we ran the structural model using the bootstrap procedure with 200, 500…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

See 2 more Smart Citations

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

365

327

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This paper contributes to extant research on green Human Resource Management (HRM) relying on the instrumental value of stakeholder theory, which implies that stakeholders impact on company decisions and their development of organizational resources and performance. Following that theory, the study conceives green HRM practices as a set of management processes that companies implement for responding to stakeholder pressures on environmental issues. Accordingly with those premises, we empirically test the distinct role that different green HRM practices (i.e., green hiring, green training and involvement, and green performance management and compensation) play in mediating the relation between pressures on environmental issues from two specific external stakeholders (i.e., customers and regulatory stakeholders) and environmental performance. Our findings, based on a multirespondent survey in which the respondents were Human Resource Managers and Supply Chain Managers operating in Italy, confirm the hypothesized mediation model. Our results (as well as their implications) are discussed in light of the recent calls to broaden the scope of HRM research, considering the embeddedness of the company in a socio-political context and exploring the role that actors and factors outside the company play in shaping its green HRM practices.

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Section: Data Analysis and Resultsmentioning

confidence: 99%

Section: Data Analysis and Resultsmentioning

confidence: 99%

Section: Data Analysis and Resultsmentioning

confidence: 99%

See 1 more Smart Citation

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Guerci

Longoni

Luzzini

2015

The International Journal of Human Resource Management

365

327

View full text Add to dashboard Cite

show abstract

“…Thus, this research is exploratory, rather than confirmatory in nature, and focuses on understanding the relationships between business analytics-related resources and manufacturing operational performance. Partial Least Squares (PLS) is suitable for this type of research (Gefen et al 2011;Hair et al 2011;Peng et al 2012). WarpPLS software was used in this model analysis.…”

Section: Model Analysismentioning

confidence: 99%

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Chae

Yang

Olson³

et al. 2014

Decision Support Systems

160

100

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This study is interested in the impact of two specific business analytic (BA) resourcesaccurate manufacturing data and advanced analytics-on a firms' operational performance. The use of advanced analytics, such as mathematical optimization techniques, and the importance of manufacturing data accuracy have long been recognized as potential organizational resources or assets for improving the quality of manufacturing planning and control and of a firms' overall operational performance. This research adopted a contingent resource based theory (RBT), suggesting that the moderating and mediating role of fact-based SCM initiatives as complementary resources. This research proposition was tested using Global Manufacturing Research Group (GMRG) survey data and was analyzed using partial least squares/structured equation modeling. The research findings shed light on the critical role of fact-based SCM initiatives as complementary resources, which moderate the impact of data accuracy on manufacturing planning quality and mediate the impact of advanced analytics on operational performance. The implication is that the impact of business analytics for manufacturing is contingent on contexts, specifically, the use of fact-based SCM initiatives such as TQM, JIT, and statistical process control. Moreover, in order for manufacturers to take advantage of the use of data and analytics for better operational performance, complementary resources such as factbased SCM initiatives must be combined with BA initiatives focusing on data quality and advanced analytics.

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“…SEM is a second generation multivariate statistical analysis that has drawn attention for testing hypotheses in the area of operations management (Peng and Lai, 2012). Smart PLS is recommended for smaller sample size (Chin, 1998) because the estimates of the individual path coefficients are more conservative than in covariance-based techniques (Hulland, 1999).…”

Section: Data Analysis and Discussion Of Findingsmentioning

confidence: 99%

Green supply chain management – food for thought?

Ali

Bentley

Habib

2016

International Journal of Logistics Research and Applications

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This paper investigates the impact of green supply chain management (GSCM) practices on the performance of UK food retail small and medium-sized enterprises (SMEs). A quantitative approach using a nonprobability sampling of 84 participants was employed. Based on the literature review, five hypotheses were developed and tested using the partial least square-structural equation modelling (SEM-Smart PLS 2.03) approach. The reviewed literature revealed that key internal drivers (ID) and external pressures (EP) stimulate organizations to initiate GSCM Practices in UK food retail SMEs. Though empirical findings strongly supported the statement that ID influence GSCM practices but they did not show a significant relationship between EP and GSCM practices. Literature also suggests that practicing GSCM can help improve the efficiency, brand image (BI) and profitability, and thus improve the overall firm performance which is also empirically proved. This study helps enrich existing theories on SCM and organizational performance. As to practical impact, this study should facilitate SMEs in GSCM practices and thus help green the economy. While the findings of this study have limited generalizability as the data were collected from UK SMEs only and the sample size was comparatively small, this research establishes a foundation for further study in this domain.

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Using partial least squares in operations management research: A practical guideline and summary of past research

Cited by 1,171 publications

References 69 publications

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Green supply chain management – food for thought?

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