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doi: 10.1525/cmr.2014.56.2.5pmid: N/A
The earthquake that hit East Japan in March 2011 caused massive damage. While widespread disruption to global supply chains was predicted, production resumed with remarkable speed. This article describes how resources from the networks of damaged companies were rapidly mobilized and deployed, enabling rapid restoration of production. It uses the concepts of social capital and sensemaking to explain the speed of recovery. Social capital facilitated rapid mobilization, and strategies to build shared mental models permitted effective coordination under complex and rapidly evolving conditions. The ability to mobilize and focus resources is crucial to disaster recovery.
Agrawal, Anupam; De Meyer, Arnoud; Van Wassenhove, Luk N.
doi: 10.1525/cmr.2014.56.2.23pmid: N/A
A firm's raw material sourcing knowledge can be a strategic resource. This article explores how firms can capture and use this knowledge. It examines the sourcing experiences of four firms in four different countries in the automotive industry and identifies the raw material sourcing knowledge-related parameters. Synthesizing the findings from these case studies, it proposes the concept of the sourcing hub—a collaborative center involving the firm, its suppliers, and raw material suppliers—which can effectively capture and deploy the raw material sourcing knowledge for managing value in upstream sourcing.
Gaur, Vishal; Kesavan, Saravanan; Raman, Ananth
doi: 10.1525/cmr.2014.56.2.55pmid: N/A
Retail inventory is a statistic that is closely watched by retailers as well as their investors, lenders, and suppliers. Retailers not only benefit from inventory, but also bear the cost of excess inventory. Investors, lenders, and suppliers interpret this statistic for signs of the retailer's health, future sales prospects, and impending costs. This article synthesizes the perspectives of investors, lenders, and suppliers on inventory. Moreover, the article shows that inventory turns, a commonly used metric to identify excess inventory, has important limitations that reduce its utility for all these stakeholders. It then presents a new metric, adjusted inventory turns, which can be effectively utilized by all stakeholders to assess whether a retailer is carrying too much or too little inventory.
Salter, Ammon; Criscuolo, Paola; Ter Wal, Anne L.J.
doi: 10.1525/cmr.2014.56.2.77pmid: N/A
Open innovation often requires wholesale changes to the nature of R&D. However, academic research and managerial practice have paid little attention to the challenges that individuals face in the daily pursuit of open innovation. As a result, there is little understanding of how individuals cope with open innovation, and which organizational practices can support them in this role. Drawing on the experiences of R&D professionals, this article identifies four specific challenges and coping strategies of individuals engaged in open innovation. It proposes a range of open innovation practices that organizations can implement to better equip their staff to undertake effective external engagement.
Gelb, Betsy DuBois; Rangarajan, Deva
doi: 10.1525/cmr.2014.56.2.95pmid: N/A
Viewing employees as elements of a brand or as “brand ambassadors” means that almost any policy can affect brand equity. Resource allocation for brand-building requires understanding what differentiates “our brand” in order to focus resources on the employees who provide that difference. Employees' commitment to the brand increases when they know how they can contribute. Management actions matter—from small issues like free coffee to large issues like mass layoffs.
doi: 10.1525/cmr.2014.56.2.113pmid: N/A
This case study describes the culture change process and positive outcomes at one of Genentech's largest divisions, Immunology and Opthamology (GIO). Senior Vice President Jennifer Cook worked with her team to develop a culture that would tie together four brands that previously were not in the same division. Despite various challenges along the way, Cook pursued a culture change approach with definitive and relatively rapid outcomes. This is a story of the role of leaders in undertaking and inspiring major culture change.
Crane, Andrew; Palazzo, Guido; Spence, Laura J.; Matten, Dirk
doi: 10.1525/cmr.2014.56.2.130pmid: N/A
This article critiques Porter and Kramer's concept of creating shared value. The strengths of the idea are highlighted in terms of its popularity among practitioner and academic audiences, its connecting of strategy and social goals, and its systematizing of some previously underdeveloped, disconnected areas of research and practice. However, the concept suffers from some serious shortcomings, namely: it is unoriginal; it ignores the tensions inherent to responsible business activity; it is naïve about business compliance; and it is based on a shallow conception of the corporation's role in society. [Michael Porter and Mark Kramer were invited to respond to this article. Their commentary follows along with a reply by Crane and his co-authors.]
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