Articles

Does Superposition Influence the Success of FLOSS Projects? Examining Open Source Software Development by Organizations and Individuals

P. MEDAPPA, S. C. SRIVASTAVA

Information Systems Research

A paraître

Départements : Information Systems and Operations Management, GREGHEC (CNRS)


Does Technostress Inhibit Employee Innovation? Examining the Linear and Curvilinear Influence of Technostress Creators

S. CHANDRA, A. SHIRISH, S. C. SRIVASTAVA

Communications of the Association for Information Systems

A paraître

Départements : Information Systems and Operations Management, GREGHEC (CNRS)


Dynamic Monitoring of Service Outsourcing for Timed Workflow Processes

X. LI

IEEE Transactions on Engineering Management

A paraître

Départements : Information Systems and Operations Management, GREGHEC (CNRS)


Optimal Feed-In Tariff Policies: The Impact of Market Structure and Technology Characteristics

S. GOODARZI, S. AFLAKI, A. MASINI

Production and Operations Management

A paraître

Départements : Information Systems and Operations Management, GREGHEC (CNRS)

https://onlinelibrary.wiley.com/doi/10.1111/poms.12971


This paper models a multi‐player environment consisting of a grid operator responsible for meeting electricity demands, a photovoltaic (PV) manufacturer, customers who might install (solar) PV systems, and a regulator who must set an optimal feed‐in tariff (FIT). The grid operator must meet exogenous electricity demand and also buy back all electricity (produced by PV systems) at the FIT set by the regulator. Customers decide whether or not to invest in a PV system. Adoption rates affect the manufacturer and operator by (respectively) establishing the demand for PV systems and determining how much PV electricity is fed into the grid. The PV manufacturer's decision variable is the sales price per PV unit. The decisions of all players in the model are intertwined in a way that clearly affects their respective welfare. We demonstrate in particular how technology and market characteristics—including PV manufacturing cost and market competition—change the optimal decisions of players and thereby influence the effectiveness of FITs, the number of PV adopters, and the cost to provide the social benefit of on‐demand electricity. Our findings confirm the importance of considering technology manufacturers when devising schemes to incentivize the adoption of PV systems

Using Polynomial Modeling to Understand Service Quality in E-government Websites

R. NISHANT, S. C. SRIVASTAVA, T.S.H. TEO

MIS Quarterly

A paraître

Départements : Information Systems and Operations Management, GREGHEC (CNRS)


Value chain and production cost optimization by integrating additive manufacturing in injection molding process chain

G. TOSELLO, A. CHARALAMBIS, L. KERBACHE, M. MISCHKOT, D. BUE PEDERSEN, M. CALAON, H. NØRGAARD HANSEN

The International Journal of Advanced Manufacturing Technology

A paraître

Départements : Information Systems and Operations Management, GREGHEC (CNRS)

Mots clés : Additive manufacturing . Injection molding . Tooling . Production cost

https://www.springerprofessional.de/value-chain-and-production-cost-optimization-by-integrating-addi/16161544


Additive manufacturing (AM) can create considerable value when integrated into conventional manufacturing process chains. Tooling for new molded product development as pilot case of integration of AM in the injection molding process chain is investigated. The study shows that injection molding based on AM for fabrication of polymer tool inserts is economically advantageous allowing 80–90% production costs reduction as compared with a conventional tooling process chain based on machining. Fabrication of soft tools withAM results in a production lead time reduction in the range of 60–70% compared to the time required to machine mold inserts in brass or aluminum

An Integrated Revenue Management Framework for a Firm's Greening, Pricing and Inventory Decisions

S. A. RAZA, S. RATHINAM, M. TURIAC, L. KERBACHE

International Journal of Production Economics

janvier 2018, vol. 195, pp.373-390

Départements : Information Systems and Operations Management, GREGHEC (CNRS)

Mots clés : Environment, Newsvendor problem, Pricing, Market segmentation, Distribution-free approach

http://www.sciencedirect.com/science/journal/aip/09255273


There is a growing interest on developing efficient ways of incorporating environmental considerations into business practices in order to meet both consumers' demand for green products/services, and the firms' sustainable profitability. The main contribution of this article is in developing an integrated revenue management framework to address a firm's greening (investment) effort, pricing and inventory decisions. It is assumed that the firm inaugurates a green product along with its existing product. Even though the firm offers both the green and regular product at differentiated prices, the market segmentation as a result of this price differentiation is regarded as imperfect. This imperfect market segmentation causes a demand leakage mainly due to the heterogeneity among the customers' willingness-to-pay. These effects are included in our proposed model and simplified analytical solutions are developed to solve the same. Additional scenarios where a firm experiences a price-dependent stochastic demand with an unknown distribution is also modeled. This scenario is addressed using a distribution-free approach based on Scarf' s rule. The performance of the proposed methods and the significance of the modeling framework are finally corroborated through several simulations. This analysis provides a sustainable environment, production and retailing framework while still augmenting profitability using fundamental tools from revenue management

Are you satisfied yet? Shared leadership, individual trust, autonomy, and satisfaction in virtual teams

S. YOU, Lionel P. Robert

Journal of the Association for Information Science and Technology (formerly Journal of the American Society of the American Society for Information Science and Technology)

avril 2018, vol. 69, n°4, pp.503-513

Départements : Information Systems and Operations Management

https://onlinelibrary.wiley.com/doi/full/10.1002/asi.23983


Despite the benefits associated with virtual teams, many people on these teams are unsatisfied with their experience. The goal of this study was to determine how to better facilitate satisfaction through shared leadership, individual trust, and autonomy. Specifically, in this study we sought a better understanding of the effects of shared leadership, team members’ trust, and autonomy on satisfaction. We conducted a study with 163 individuals in 44 virtual teams. The results indicate that shared leadership facilitates satisfaction in virtual teams both directly and indirectly through the promotion of trust. Shared leadership moderated the relationships of individual trust and individual autonomy with satisfaction. Team‐level satisfaction was a strong predictor of virtual team performance. We discuss these findings and the implications for theory and design

Collaborative Prototyping of Alternative Designs Under a Target Costing Scheme

T. SHALPEGIN, S. SOMMER, Z. WAN

Production and Operations Management

mars 2018, vol. 27, n°3, pp.496–515

Départements : Information Systems and Operations Management

Mots clés : Collaborative prototyping, Parallel and sequential testing, Supplier involvement, Target costing

http://onlinelibrary.wiley.com/doi/10.1111/poms.12811/abstract


Prototyping allows firms to evaluate the technical feasibility of alternative product designs and to better estimate their costs. We study a collaborative prototyping scenario in which a manufacturer involves a supplier in the prototyping process by letting the supplier make detailed design choices for critical components and provide prototypes for testing. While the supplier can obtain private information about the costs, the manufacturer uses target costing to gain control over the design choice. We show that involving the supplier in the prototyping process has an important influence on the manufacturer's optimal decisions. The collaboration results in information asymmetry, which makes parallel prototyping less attractive and potentially reverses the optimal testing sequence under sequential prototyping: It may be optimal to test designs in increasing order of attractiveness to avoid that the supplier does not release technically and economically feasible prototypes for strategic reasons. We also find that the classical target costing approaches (cost- and market-based) need to be adjusted in the presence of alternative designs: Due to the strategic behavior of suppliers, it is not always optimal to provide identical target costs for designs with similar cost and performance estimates, nor to provide different target costs for dissimilar designs. Furthermore, the timing is important: While committing upfront to carefully chosen target costs reduces the supplier's strategic behavior, in some circumstances, the manufacturer can take advantage of this behavior by remaining flexible and specifying the second prototype's target costs later

Construction of Relations with Distant Suppliers on the Cognitive and Relational Dimensions to Co-Explore Discontinuous Innovations / Construction des relations avec des fournisseurs distants sur les plans cognitifs et relationnels pour co-explorer des in

S. JOUINI, F. CHARUE-DUBOC

Innovations - Revue d'Economie et de Management de l'Innovation/Journal of Innovation Economics and Management

2018, vol. 1, n°55, pp.61-87

Départements : Information Systems and Operations Management, GREGHEC (CNRS)

Mots clés : innovation discontinue, implication des fournisseurs, fournisseurs distants, open innovation, exploration, organisation ambidextre / discontinuous innovation, suppliers contribution, distant suppliers, open innovation, exploration, organizational ambidextry

https://www.cairn.info/revue-innovations-2018-1-p-61.htm


Co-explorer des concepts avec des fournisseurs distants, sur les plans cognitifs et relationnels, favorise l’identification d’innovations discontinues. Cependant, peu de travaux s’intéressent aux modalités de construction de ces relations. Sur la base d’une étude longitudinale d’une entreprise qui a co-exploré des innovations discontinues avec des fournisseurs distants, nous mettons en évidence de manière inductive deux caractéristiques du processus et de l’organisation adoptée pour construire ces relations. Nous soulignons la transparence du processus de co-exploration qui soutient un engagement progressif mutuel. Ce processus est porté par un acteur dédié, ayant accès à la fois aux experts techniques ainsi qu’aux dirigeants de l’entreprise qui prennent les décisions stratégiques en matière de domaines d’innovation et de développement. Cet acteur est ainsi un des vecteurs de l’ambidextrie organisationnelle de l’entreprise puisqu’il permet le développement de ces relations parallèlement aux relations de long terme avec des partenaires privilégiés


JavaScriptSettings