Talking bodies – an embodied approach of service employees’ work

Purpose This paper aims to study the embodied nature of service employees’ work in human touch contexts. Design/methodology/approach The paper adopts the practice theory as its interpretive approach, using focus group interviews with service employees from different industries. Findings The study identifies four practice bundles related to the embodied dimension of service employees’ work: orienting, attuning, connecting and wrapping up. The findings illustrate how employees’ knowledge, skills and capabilities are used via the body. Practical implications The study provides guidance for managers to use an embodied perspective in the management of service employees. Originality/value This study contributes to the discussion on embodiment in service encounters by highlighting the embodied nature of service employees’ work.

Business group persistence and institutional maturity: the role of management practices

A widely accepted account of business group (BG) functioning suggests that this common corporate form will dismantle and restructure with the progressive maturity of market-supporting institutions. However, even in mature institutional settings, BGs appear to persists and thrive. We hypothesize that BG persistence arises from an evolving competitive advantage because their competitive advantages with certain types of management practices do not decay with institutional development. We test our hypothesis with data assembled in the World Bank Enterprise Surveys (WBES). Empirical results show that several bundles of management practice differentiate BG affiliates and independent firms in the early phase of development but become less prominent at later stages. However, some of the differences in management practice bundles disappear, but others continue to differentiate independent firms and group affiliates in mature institutional jurisdictions.

Incentive pay configurations: the influence of national culture

Purpose The purpose of this paper is to investigate the influence of national culture on the adoption of four different incentive pay bundles (incentive maximizer, contingent rewarder, profit rewarder, and incentive minimizer) using GLOBE national culture dimensions in 14 countries. It uses incentive pay bundles derived by Prince et al. (2016). Design/methodology/approach The study adopted multilevel random-intercept logistic modeling using firm incentive practice usage from the CRANET database and country culture scores from the GLOBE study. Findings Evidence suggests that in-group collectivism is associated with increased use of the incentive maximizer approach, in which firms use a combination of high levels of individual, team, and profit sharing incentives, and decreased use of the incentive minimizer approach (where firms minimally employ incentives) and the individual and team bonus focused contingent rewarder configuration. Higher uncertainty avoidance is linked to increased use of the profit rewarder approach (where only profit sharing is emphasized) and decreased use of the contingent rewarder approach. Performance-orientation cultures appear to support using the incentive maximizer and avoiding the incentive minimizer bundles. Originality/value This study investigates incentive practice bundles that firms use verses separate analysis of practices and use the GLOBE culture metrics. It utilizes multilevel modeling, which has been lacking in past studies of culture and incentives.

Supply-side resilience as practice bundles: a critical incident study

Purpose – The purpose of this paper is to conceptualize a typology of supply-side resilience capabilities and empirically validates these capabilities and their constituent bundles of practices. Design/methodology/approach – The study is primarily qualitative, employing the critical incident technique to collect data across 22 firms and seeking to validate how and why practice bundles form and relate to operations performance. It contains a frequency of occurrence analysis for the purpose of triangulation, a minor statistical part to provide some additional evidence of bundle formation and correlation between adoption of bundles of practices and recovered operations performance after upstream supply chain disruptions. Findings – Four supply-side resilience capabilities are conceptualized along two dichotomous dimensions – “proactive/reactive” and “internal/external” – in a 2×2 matrix as proactive-internal, proactive-external, reactive-internal and reactive-external resilience capabilities. Empirical support for the conceptualized typology is found. Bundles of specific practices that can be associated with each capability are identified. Moreover, the study finds a relationship between these practice bundles and recovered operations performance. Research limitations/implications – The statistical part is used just to provide some additional evidence through factor and regression analyses that these capabilities exist and do benefit adopting firms. Practical implications – Specifies practices that lead to recovered operations performance in the event of supply disruptions. Originality/value – Advances current theory by operationalizing resilience as a set of dynamic capabilities in terms of practice bundles that aid in recovering operations performance upon supply disruptions.

Operational resilience and lean: in search of synergies and trade-offs

Purpose – The purpose of this paper is to investigate synergy/trade-off relationship between lean and operational resilience paradigms upon disruption. Lean and resilience are operationalised with practice bundles and core functions, respectively. Design/methodology/approach – The study uses the Bayesian inference approach to analyse systematically encoded data from firms that faced disruptions in their supply chain. The data were collected from publicly available sources, and encoded using predefined constructs prior to analysis. Findings – Findings show that the synergetic relations between operational resilience and lean in mitigating performance losses outweigh the trade-off. Just-in-time/flow and total productive maintenance lean practices appear to be major sources for the trade-off; there is limited-synergy leveraged on the anticipative (sense) capability of operational resilience. Research limitations/implications – The dependence on secondary data and small sample size are possible limitations. Future research may employ large-scale studies with the same encoding approach by combining both primary and secondary sources. Practical implications – This study implies that companies need not abandon their lean implementation in order to be resilient against unanticipated disruptive circumstances. Most lean practices can be used to leverage agility to mitigate disruptions. Originality/value – This is a first study to empirically compare synergy/trade-off between operational resilience and lean with reference to changes in operations performance upon disruption. It is also a first study to investigate sources of synergy/trade-off at lean practice bundles and resilience core functions level. This is a much more practical level compared to how previous studies have addressed the issue.

The Likelihood of Positive Returns from Value-Added Calf Management Practices

Extension faculty have been educating cow-calf producers about value-added calf management programs and the premiums available at auction from these management practices for years. Despite these efforts, producers express doubt regarding the likelihood of premiums and the profitability of value-added management practices. We use matching pairs to calculate the difference in premiums and net returns between adopters and nonadopters and calculate the likelihood of positive net returns (and premiums) for individual practices and practice bundles. The probability of positive net returns ranges from 57% for dehorning to 79% for a certified vac-45 program (calves certified by a third party to be preconditioned for a minimum of 45 days, vaccinated, and dehorned) and probabilities increase with more practices adopted.