Articles

Bridging the Service Divide Through Digitally Enabled Service Innovations: Evidence from Indian Healthcare Service Providers

S. C. SRIVASTAVA, G. SHAINESH

MIS Quarterly

mars 2015, vol. 39, n°1, pp.245-264

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

Mots clés : Developing countries, Digital divide, Healthcare, India, Institutions, Process view, Service divide, Service innovation, Service science, Service systems, Social entrepreneurship, Society


The digital divide is usually conceptualized through goods-dominant logic, where bridging the divide entails providing digital goods to disadvantaged segments of the population. This is expected to enhance their digital capabilities and thus to have a positive influence on the digital outcomes (or services) experienced. In contrast, this study is anchored in an alternative service-dominant logic and posits that viewing the divide from a service perspective might be better suited to the context of developing countries, where there is a huge divide across societal segments in accessing basic services such as healthcare and education. This research views the prevailing differences in the level of services consumed by different population segments (service divide) as the key issue to be addressed by innovative digital tools in developing countries. The study posits that information and communication technologies (ICTs) can be leveraged to bridge the service divide to enhance the capabilities of service-disadvantaged segments of society. But such service delivery requires an innovative assembly of ICT as well as non-ICT resources. Building on concepts from service-dominant logic and service science, this paper aims to understand how such service innovation efforts can be orchestrated. Specifically, adopting a process view, two Indian enterprises that have developed sustainable telemedicine healthcare service delivery models for the rural population in India are examined. The study traces the configurations of three interactional resources—knowledge, technology, and institutions—through which value-creating user-centric objectives of increasing geographical access and reducing cost are achieved. The theoretical contributions are largely associated with unearthing and understanding how the three interactional resources were orchestrated for service-centric value creation in different combinative patterns as resource exploitation, resource combination, and value reinforcement. The analysis also reveals the three distinct stages of service innovation evolution (idea and launch, infancy and early growth, and late growth and expansion), with a distinct shift in the dominant resource for each stage. Through an inductive process, the study also identifies four key enablers for successfully implementing these ICT-enabled service innovations: obsessive customer empathy, belief in the transformational power of ICT, continuous recursive learning, and efficient network orchestration.

Competition and The Operational Performance of Hospitals: The Role of Hospital Objectives

D. ANDRITSOS, S. AFLAKI

Production and Operations Management

novembre 2015, vol. 24, n°11, pp.1812–1832

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

Mots clés : Hospitals, For-profit healthcare, Non-profit healthcare, Queueing models, Service provider competition

http://dx.doi.org/10.2139/ssrn.2446397


We examine the effect of a hospital's objective (i.e., non-profit versus for-profit) in hospital markets for elective care. Using game-theoretic analysis and queueing models to capture the operational performance of hospitals, we compare the equilibrium behavior of three market settings in terms of such criteria as waiting times and the total patient cost from waiting and hospital care payments. In the first setting, patients are served exclusively by a single non-profit hospital; in the second, patients are served by two competing non-profit hospitals. In our third setting, the market is served by one non-profit hospital and one for-profit hospital. A non-profit hospital provides free care to patients, although they may have to wait; for-profit hospitals charge a fee to provide care with minimal waiting. A comparison of the first two settings reveals that competition can hamper a hospital's ability to attain economies of scale and can also increase waiting times. A comparison between the second and third settings indicates that, when the public funder is not financially constrained, the presence of a for-profit sector may allow the funder to lower both the financial costs of providing coverage and the total costs to patients. Our analysis suggests that the public funder should exercise caution when using policy tools that support the for-profit sector -- for example, patient subsidies -- because such tools may increase patient costs in the long run; it might be preferable to raise the level of reimbursement to the non-profit sector.

Différencier les contributions des filiales d'une multinationale en matière d'innovation

M. GUERINEAU, S. JOUINI, F. CHARUE-DUBOC

Management International

été 2015, vol. 19, n°4, pp.34-48

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

Mots clés : Firme multinationale, Filiale, Innovation, Stratégie internationale, Etude de cas, Déploiement


Le renforcement du rôle des filiales dans la stratégie d'innovation de la Firme Multinationale (FMN) est souligné par différents travaux. Nous proposons quatre idéaux types différenciés de la contributions des filiales dans cette stratégie à partir d'un cadre analytique qui prolonge celui de Bartlett et Ghoshal (1989) et de l'étude du cas d'une FMN emblématique. Parallèlement aux " grandes historiques " et aux "implémenteurs", deux nouveaux types sont mis en avant; les " accélérateurs" et les "forts potentiels" qui développent des innovations susceptibles d'être déployées dans le reste de la FMN. Le type d'innovations que chaque type de filiale serait le plus à même de développer est également précisé.

Dynamic adaptation of supply chain collaboration to enhance demand controllability

M. NAGASHIMA, M. LASSAGNE, M. MORITA, L. KERBACHE

International Journal of Manufacturing Technology and Management

2015, vol. 29, n°3/4, pp.139-160

Départements : Information Systems and Operations Management

Mots clés : supply chain collaboration, supply chain strategy, demand uncertainty, supply chain management, SCM, collaborative supply chains, Japan, France, digital cameras, manufacturer¿retailer collaboration, adaptive collaboration, product life cycle, retail partners, product strategy, supply chain performance


In industries characterised by strong uncertainties on demand, supply chain collaboration has been considered an important factor to improve performance, but remains difficult to implement. Drawing on a comparative case study of the relationships between a Japanese manufacturer and three French retailers in the digital still camera industry, we delineate a series of contingent factors that determine the conditions under which supply chain collaboration with retailers can be effective. We propose the concept of adaptive collaboration, contingent on the product life cycle and retail partners' attributes, to determine the fit between product strategy and supply chain processes. We show how it can help solve some of the issues associated with the development of collaboration and help improve a company's supply chain performance

Effect of Media Usage Selection on Social Mobilization Speed: Facebook vs E-Mail

J. WANG, S. MADNICK, X. LI, J. ALSTOTT, C. VELU

PLoS One

2015, vol. 10, n°9

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


Social mobilization is a process that enlists a large number of people to achieve a goal within a limited time, especially through the use of social media. There is increasing interest in understanding the factors that affect the speed of social mobilization. Based on the Langley Knights competition data set, we analyzed the differences in mobilization speed between users of Facebook and e-mail. We include other factors that may influence mobilization speed (gender, age, timing, and homophily of information source) in our model as control variables in order to isolate the effect of such factors. We show that, in this experiment, although more people used e-mail to recruit, the mobilization speed of Facebook users was faster than that of those that used e-mail. We were also able to measure and show that the mobilization speed for Facebook users was on average seven times faster compared to e-mail before controlling for other factors. After controlling for other factors, we show that Facebook users were 1.84 times more likely to register compared to e-mail users in the next period if they have not done so at any point in time. This finding could provide useful insights for future social mobilization efforts.

Exploring user emotion in microblogs for music recommendation

S. DENG, D. WANG, X. LI, G. XU

Expert Systems with Applications

15 décembre 2015, vol. 42, n°23, pp.9284-9293

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

Mots clés : Music recommendation; Emotion analysis; Song-document association; Emotion-aware

http://www.sciencedirect.com/science/article/pii/S0957417415005746


Context-aware recommendation has become increasingly important and popular in recent years when users are immersed in enormous music contents and have difficulty to make their choices. User emotion, as one of the most important contexts, has the potential to improve music recommendation, but has not yet been fully explored due to the great difficulty of emotion acquisition. This article utilizes users’ microblogs to extracttheir emotions at different granularity levels and during different time windows. The approach then correlates three elements: user, music and the user’s emotion when he/she is listening to the music piece. Based on the associations extracted from a data set crawled from a Chinese Twitter service, we develop several emotion-aware methods to perform music recommendation. We conduct a series of experiments and show that the proposed solution proves that considering user emotional context can indeed improve recommendation performance in terms of hit rate, precision, recall, and F1 score

Global organization of innovation processes

S. JOUINI, T. BURGER-HELMCHEN, F. CHARUE-DUBOC, Y. DOZ

Management International

été 2015, vol. 19, n°4, pp.112-120

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


In this article, we first present a brief over-view of the historical evolution of global innovation in multinational firms. We then outline four components and challenges facing firms that are evolving towards global innovation. Next, we focus on the beginning and end phases of the innovation process: their inception and their diffusion. We show that the stakes related to inception tend to sustain internationalization but induce ever more complex innovation diffusion. In the conclusion, we present open issues and questions that merit further attention and research by the academic community working at the intersection of innovation management and international management.

How Schlumberger Achieved Networked Information Leadership by Transitioning to a Product-Platform Software Architecture

J. J. NEHME, S. C. SRIVASTAVA, Horacio BOUZAS, L. CARCASSET

MIS Quarterly Executive

septembre 2015, vol. 14, n°3, pp.105-124

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

http://misqe.org/ojs2/index.php/misqe/article/view/589


To sustain its competitive position as the leader in providing information solutions to the oil and gas industry, Schlumberger transitioned to a cutting-edge product-platform software architecture by embedding a leading geological modeling software product—Petrel—within Ocean, its collaborative open software platform. The practices it used to overcome the challenges of the transition give rise to three principles that can be leveraged by other companies

Impacts of adaptive collaboration on demand forecasting accuracy of different product categories throughout the product life cycle

M. NAGASHIMA, F. WEHRLE, L. KERBACHE, M. LASSAGNE

Supply Chain Management: An International Journal

2015, vol. 20, n°4, pp.415-433

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

Mots clés : Supply chain collaboration, Supply chain strategy, Demand forecasting accuracy


This paper aims to empirically analyze how adaptive collaboration in supply chain management impacts demand forecast accuracy in short life-cycle products, depending on collaboration intensity, product life-cycle stage, retailer type and product category.Design/methodology/approach – The authors assembled a data set of forecasts and sales of 169 still-camera models, made by the same manufacturer and sold by three different retailers in France over five years. Collaboration intensity, coded by collaborative planning forecasting and replenishment level, was used to analyze the main effects and specific interaction effects of all variables using ANOVA and ordered feature evaluation analysis (OFEA).Findings – The findings lend empirical support to the long-standing assumption that supply chain collaboration intensity increases demand forecast accuracy and that product maturation also increases forecast accuracy even in short life-cycle products. Furthermore, the findings show that it is particularly the lack of collaboration that causes negative effects on forecast accuracy, while positive interaction effects are only found for life cycle stage and product category.Practical implications – Investment in adaptive supply chain collaboration is shown to increase demand forecast accuracy. However, the choice of collaboration intensity should account for life cycle stage, retailer type and product category.Originality/value – This paper provides empirical support for the adaptive collaboration concept, exploring not only the actual benefits but also the way it is achieved in the context of innovative products with short life cycles. The authors used a real-world data set and pushed its statistical analysis to a new level of detail using OFEA

Innovating for the future: charting the innovation agenda for firms in developing countries

S. C. SRIVASTAVA

Journal of Indian Business Resarch

2015, vol. 7, n°4, pp.314 - 320

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

Mots clés : Developing countries, Augmented, Developed countries, Good-enough, Innovation strategy, Jugaad


Purpose– The purpose of this paper is to identify the four principles for firms in developing countries to enhance and augment their innovation agenda for staying competitive. With increasing globalization, firms need to continually calibrate and realign their innovation strategies to remain competitive. Although many firms in the developed countries are making sustained efforts to adopt the developing world perspective on innovation, similar efforts by firms in developing countries to reorient their innovation strategies to the developed world are minimal. In the long run, this might erode the competitiveness of firms in developing countries. Leveraging the global innovation strategy framework, the paper suggests four principles that can help developing country firms transition from a local to a global innovation strategy. Specifically, the paper exhorts developing country firms to move from a “good-enough” innovation approach to an “augmented” innovation philosophy that aims to serve the latent needs of the users. The four principles suggested for the developing country firms to further their innovation agenda are: invest in research; learn to fail; be patient; and alliance and acquire.Design/methodology/approach– The paper uses prior literature and frameworks to identify the four principles that firms in developing countries should follow for furthering their innovation agenda with a view to becoming global in their approach.Findings– The four principles suggested for the developing country firms to further their innovation agenda are: invest in research; learn to fail; be patient; and alliance and acquire.Originality/value– The paper identifies the four principles for firms in developing countries to enhance and augment their innovation agenda for staying competitive.


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