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This study introduced and empirically tested psychological empowerment as the explanatory mechanism for the relationship between agile practices and performance. Empirical support was found for the psychological empowerment mediated relationships between team autonomy and innovative behaviour and agile communication and innovative behaviour. Innovative behaviour also affected project performance. Agile practices of team diversity and incremental and iterative development were not found to have a valid relationship with psychological empowerment. The empirical validation of agile practices as a source of empowerment and motivation for agile teams is a new finding in the literature which has strong implications for both the theory and practice. This research has also established that the difference between motivated and amotivated project teams lies in the communication and team autonomy constructs.
Mohsin Malik; Shagufta Sarwar; Stuart Orr. Agile practices and performance: Examining the role of psychological empowerment. International Journal of Project Management 2020, 39, 10 -20.
AMA StyleMohsin Malik, Shagufta Sarwar, Stuart Orr. Agile practices and performance: Examining the role of psychological empowerment. International Journal of Project Management. 2020; 39 (1):10-20.
Chicago/Turabian StyleMohsin Malik; Shagufta Sarwar; Stuart Orr. 2020. "Agile practices and performance: Examining the role of psychological empowerment." International Journal of Project Management 39, no. 1: 10-20.
The literature has assessed the social capital of internationalised SMEs, but not how SME social capital affects entry mode and the mechanisms involved in the effect. Case data from 35 SMEs which have internationalised to China were analysed to identify how SME social capital affected entry mode. Weak relational and structural social capital were found to provide network resources, information and entry mode opportunity identification which affected entry mode, but later became path dependent on the entry mode due to its effect on the context for the social capital. This internal and external context resulted from specialised organisational resources, institutional forces and market conditions and influenced the types of social capital. Political social capital was found to be weaker in its effect on entry mode than business social capital. Expectations of future social capital were influenced by initial social capital and some SMEs selected their entry mode to create a context that supported social capital. Several mechanisms of affect were identified, including using trust to support social capital development, a reduction in the resources required to maintain social capital over time due to intentional manipulation of context and a reduction in the focus on developing weak ties as part of social capital over time.
Jane Menzies; Stuart Orr; Justin Paul. SME Internationalisation: The Relationship Between Social Capital and Entry Mode. Management International Review 2020, 60, 623 -650.
AMA StyleJane Menzies, Stuart Orr, Justin Paul. SME Internationalisation: The Relationship Between Social Capital and Entry Mode. Management International Review. 2020; 60 (4):623-650.
Chicago/Turabian StyleJane Menzies; Stuart Orr; Justin Paul. 2020. "SME Internationalisation: The Relationship Between Social Capital and Entry Mode." Management International Review 60, no. 4: 623-650.
Purpose This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers and government on sustainable supply chain management (SSCM). The paper also determines whether there is a dynamic or interactive relationship between the two types of agents. Design/methodology/approach Activity theory was used as the theoretical framework for understanding how internal and external agents affected both SSCM motivation and facilitation and possible interactions between the two. A cluster analysis identified how internal and external agents affected SSCM initiatives, interactions, the conditions under which this occurs and the mechanisms of this effect. Findings Internal and external agents differ in the type, sequence and diversity of their effect on SSCM. While external agents had both an SSCM motivating and facilitation effect, internal agents only had a facilitating effect. Customers were only a significant SSCM motivation in 35% of the cases. Government regulations had a dynamic effect, changing from motivation to facilitation as the SSCM initiative developed. External agent SSCM motivation and facilitation were more internalized in organizations which were more internationally oriented. Practical implications Local institutional frameworks motivate and facilitate SSCM initiatives, while head office initiatives and international best practice agencies encourage an integrated combination of external agent motivation and facilitation and internal facilitation. Originality/value The findings extend the SSCM literature by identifying the processes of agent SSCM motivation and facilitation, the dynamic nature of agent SSCM effects and the mechanism through which externally motivated and facilitated SSCM becomes internalized.
Mohsin Malik; Salam Abdallah; Stuart Orr; Uzma Chaudhary. The differences in agent effects on sustainable supply chain management: an activity theory construction. Supply Chain Management: An International Journal 2019, 24, 637 -658.
AMA StyleMohsin Malik, Salam Abdallah, Stuart Orr, Uzma Chaudhary. The differences in agent effects on sustainable supply chain management: an activity theory construction. Supply Chain Management: An International Journal. 2019; 24 (5):637-658.
Chicago/Turabian StyleMohsin Malik; Salam Abdallah; Stuart Orr; Uzma Chaudhary. 2019. "The differences in agent effects on sustainable supply chain management: an activity theory construction." Supply Chain Management: An International Journal 24, no. 5: 637-658.
Purpose In addition to their internal resources, companies in most industries rely upon external strategic resources to maintain and improve their performance. External strategic resources have a similar effect on competitiveness but are located in the company’s networks or even in unrelated industries. Some companies underuse these resources, while other companies focus too strongly on accessing external resources in their own industry, which results in hyper-competition. This paper aims to explain how different industries use external resources and describes the criteria for a balanced approach which leads to knowledge transfer, diversity and supports the development of new business. Design/methodology/approach Examples and evidence from four different industries are used to identify the different approaches for accessing external strategic resources. Findings Valuable external strategic resources are non-transferable, located in a complementary product organisation, knowledge-oriented, located in a different country, preferably not part of the organisation’s primary external focus (e.g. supply chain), able to introduce diversity and innovation and are compatible with network behaviours. Practical implications External strategic resources are frequently found within the organisation’s supply chain, however, use of these resources should be balanced by external resources from non-related industries to increase diversity and reduce the likelihood of hyper-competition. Originality/value This paper explains why external strategic resources are valuable, identifies the different approaches to accessing them, describes the benefits and drawbacks associated with each approach and provides the key criteria for identifying a valuable external strategic resource.
Stuart Orr. Daring to tap external strategic resources: competitive advantage in global industries. Journal of Business Strategy 2019, 40, 25 -35.
AMA StyleStuart Orr. Daring to tap external strategic resources: competitive advantage in global industries. Journal of Business Strategy. 2019; 40 (3):25-35.
Chicago/Turabian StyleStuart Orr. 2019. "Daring to tap external strategic resources: competitive advantage in global industries." Journal of Business Strategy 40, no. 3: 25-35.
Purpose This paper aims to introduce a supply chain strategy for supply chain sustainability performance and explain why it is different to normal business/operations strategy. Design/methodology/approach A survey of supply chain managers and detailed case studies of three successful supply chain sustainability organisations identified four components of a supply chain sustainability strategy, the mechanisms behind them and how they interacted. Findings Sustainability leadership, supply chain member involvement in organisational sustainability initiatives, supply chain member involvement in supply chain sustainability strategy planning and technical competency were identified as the four components of a sustainable supply chain strategy. Sustainability leadership legitimises the objectives and involvement of the staff in supply chain-oriented sustainability initiatives and planning. Technical competency provides the capability and language necessary for the development of a supply chain sustainability strategy. This is different to business/operations strategy, however, parallels to other forms of strategy constructs support its ability to achieve performance improvement. Research limitations/implications The research is based on data from developed countries; the findings may be different for emerging economies. Potential hypotheses for future research are suggested. Practical implications The supply chain sustainability strategy will enable organisations to improve the sustainability of their supply chains. Its application is described in the paper. Originality/value The paper develops a strategy framework different to the approach taken in business/operational strategy. It indicates how the sustainability performance of supply chains external to the organisation is increased through their interconnectedness with the organisation.
Stuart Orr; Akshay Jadhav. Creating a sustainable supply chain: the strategic foundation. Journal of Business Strategy 2018, 39, 29 -35.
AMA StyleStuart Orr, Akshay Jadhav. Creating a sustainable supply chain: the strategic foundation. Journal of Business Strategy. 2018; 39 (6):29-35.
Chicago/Turabian StyleStuart Orr; Akshay Jadhav. 2018. "Creating a sustainable supply chain: the strategic foundation." Journal of Business Strategy 39, no. 6: 29-35.
Supply chain orientation (SCO) has the potential to contribute to supply chain sustainability performance. The literature, however, has not determined whether SCO has a direct effect on supply chain sustainability performance, nor has it differentiated between the effects of different categories of SCO on supply chain sustainability performance. A SEM analysis of data collected from supply chain managers determined that the SCO construct of supply chain collaboration and communication could directly affect both supply chain environmental and social sustainability performance. The SCO construct of internal supply chain coordination, however, affected only supply chain environmental sustainability performance and this effect was mediated by the organisation's internal supply chain sustainability practices. A second path between supply chain collaboration and communication and supply chain environmental sustainability performance, which was mediated by internal supply chain sustainability practices was also identified. These findings indicate that different SCO constructs have different effect pathways in relation to supply chain sustainability performance. The identification of the different effects of different categories of SCO and the SCO – performance relationship has important implications for SCO research design.
Akshay Jadhav; Stuart Orr; Mohsin Malik. The role of supply chain orientation in achieving supply chain sustainability. International Journal of Production Economics 2018, 217, 112 -125.
AMA StyleAkshay Jadhav, Stuart Orr, Mohsin Malik. The role of supply chain orientation in achieving supply chain sustainability. International Journal of Production Economics. 2018; 217 ():112-125.
Chicago/Turabian StyleAkshay Jadhav; Stuart Orr; Mohsin Malik. 2018. "The role of supply chain orientation in achieving supply chain sustainability." International Journal of Production Economics 217, no. : 112-125.
Stuart Orr; Jane Menzies; Connie Shao-Mei Zheng; Sajeewa ‘Pat’ Maddumage. Innovation and Internationalisation. Innovation and Internationalisation 2017, 1 .
AMA StyleStuart Orr, Jane Menzies, Connie Shao-Mei Zheng, Sajeewa ‘Pat’ Maddumage. Innovation and Internationalisation. Innovation and Internationalisation. 2017; ():1.
Chicago/Turabian StyleStuart Orr; Jane Menzies; Connie Shao-Mei Zheng; Sajeewa ‘Pat’ Maddumage. 2017. "Innovation and Internationalisation." Innovation and Internationalisation , no. : 1.
ISHS Proceedings of the International Plant Propagators Society - 2013 USING EYE TRACKING TO UNDERSTAND CONSUMER BEHAVIOUR IN GARDEN CENTRES©
S. Minahan; Stuart Orr; B. Behe; R. Thomas Fernandez; L. Sage; Patricia Huddleston. USING EYE TRACKING TO UNDERSTAND CONSUMER BEHAVIOUR IN GARDEN CENTRES©. Acta Horticulturae 2014, 97 -100.
AMA StyleS. Minahan, Stuart Orr, B. Behe, R. Thomas Fernandez, L. Sage, Patricia Huddleston. USING EYE TRACKING TO UNDERSTAND CONSUMER BEHAVIOUR IN GARDEN CENTRES©. Acta Horticulturae. 2014; (1055):97-100.
Chicago/Turabian StyleS. Minahan; Stuart Orr; B. Behe; R. Thomas Fernandez; L. Sage; Patricia Huddleston. 2014. "USING EYE TRACKING TO UNDERSTAND CONSUMER BEHAVIOUR IN GARDEN CENTRES©." Acta Horticulturae , no. 1055: 97-100.
This case describes the process that the Australian juice retail chain, Boost Juice, has used to internationalize to Malaysia. The main objective of this case is to demonstrate good practice in regard to internationalization. The case provides the background of the juice bar industry in Malaysia and determines that it is an attractive market for new start-up juice bars. An analysis of Boost Juice's capability determined that the company utilized the skills of its staff, product innovations, branding and marketing as core competencies to support its internationalization into Malaysia. In particular, the company's distinctive capabilities of organizational flexibility, management skill, brand and communication enabled it to convert these core competencies into competitive advantage and secure market share in Malaysia. The Boost Juice franchise process is analysed and the control and management tools that Boost Juice utilized to support its internationalization into Malaysia are identified.
Jane L. Menzies; Stuart Orr. Internationalization of Boost Juice to Malaysia. Asian Case Research Journal 2014, 18, 175 -197.
AMA StyleJane L. Menzies, Stuart Orr. Internationalization of Boost Juice to Malaysia. Asian Case Research Journal. 2014; 18 (1):175-197.
Chicago/Turabian StyleJane L. Menzies; Stuart Orr. 2014. "Internationalization of Boost Juice to Malaysia." Asian Case Research Journal 18, no. 1: 175-197.
The experiences of an architectural, an engineering, and a construction organization, when internationalizing to China, are compared to extant theories of internationalization to develop an enhanced explanation of these organizations’ internationalization. The research examines the explanatory power of both the Uppsala internationalization model and network theory for internationalization. The research determined that, whilst these organizations utilized an incremental internationalization process, the stages differed from those identified in the Uppsala model. Part of this difference reflects the fact that the participants are service organizations and the Uppsala model is more relevant to manufacturing organizations. Network theory was also found to predict some of the participant behaviors; however, it did not correctly predict the reasons for forming partnerships, which was to gain knowledge rather than develop networks. The stages of the internationalization into China identified were: (1) experiencing a motivation to internationalize; (2) adopting one of a variety of entry modes; (3) experiencing a motivation to increase internationalization to the level of a wholly-owned foreign entity; (4) establishment of a wholly-owned foreign entity (WOFE), either by acquisition or development; and (5) further horizontal expansion (such as movement to new locations). A range of different motivations for both stages one and three were identified.
Jane L. Menzies; Stuart Orr. Internationalization to China: A Model for Australian Architectural, Engineering and Construction Firms. International Journal of Construction Education and Research 2014, 10, 201 -221.
AMA StyleJane L. Menzies, Stuart Orr. Internationalization to China: A Model for Australian Architectural, Engineering and Construction Firms. International Journal of Construction Education and Research. 2014; 10 (3):201-221.
Chicago/Turabian StyleJane L. Menzies; Stuart Orr. 2014. "Internationalization to China: A Model for Australian Architectural, Engineering and Construction Firms." International Journal of Construction Education and Research 10, no. 3: 201-221.
Service companies possess different characteristics from non-service-based companies, affecting their process of internationalization. This article examines the internationalization of service organizations using case studies of 23 Australian service organizations internationalizing to China. It finds that the internationalization process is influenced by the type of service the organization produces. The Uppsala internationalization model partially explains internationalization for companies producing exportable services but did not explain internationalization for companies, which produce nonexportable services (services that must be located within the market). International experience, government regulations and capital intensity were influential for internationalization. The findings develop a model for service organization internationalization.
Jane L. Menzies; Stuart Orr. The Services Internationalization Process: An Exploratory Investigation of Australian Service Company Internationalization to China. Journal of Asia-Pacific Business 2013, 14, 287 -311.
AMA StyleJane L. Menzies, Stuart Orr. The Services Internationalization Process: An Exploratory Investigation of Australian Service Company Internationalization to China. Journal of Asia-Pacific Business. 2013; 14 (4):287-311.
Chicago/Turabian StyleJane L. Menzies; Stuart Orr. 2013. "The Services Internationalization Process: An Exploratory Investigation of Australian Service Company Internationalization to China." Journal of Asia-Pacific Business 14, no. 4: 287-311.
The impact of political behaviours on internationalisation: The case of Australian companies internationalising to China
Jane L. Menzies; Stuart Orr. The impact of political behaviours on internationalisation. Journal of Chinese Economic and Foreign Trade Studies 2010, 3, 24 -42.
AMA StyleJane L. Menzies, Stuart Orr. The impact of political behaviours on internationalisation. Journal of Chinese Economic and Foreign Trade Studies. 2010; 3 (1):24-42.
Chicago/Turabian StyleJane L. Menzies; Stuart Orr. 2010. "The impact of political behaviours on internationalisation." Journal of Chinese Economic and Foreign Trade Studies 3, no. 1: 24-42.
E-commerce and graduate education: Is educational quality taking a nose dive?
Stuart Orr; Ray Bantow. E‐commerce and graduate education. International Journal of Educational Management 2005, 19, 579 -586.
AMA StyleStuart Orr, Ray Bantow. E‐commerce and graduate education. International Journal of Educational Management. 2005; 19 (7):579-586.
Chicago/Turabian StyleStuart Orr; Ray Bantow. 2005. "E‐commerce and graduate education." International Journal of Educational Management 19, no. 7: 579-586.
The decision process that organisations utilise when evaluating technology investment opportunities is a complex and even political process; however, the correct decision can provide the organisation with considerable operational and competitive benefits. The research presented in this paper presents the findings of a postal survey of the benefits provided by technology investments to large German manufacturers. It was found that only where middle management generated the idea for the advanced manufacturing technology (AMT) investment was success in that investment significantly more likely. Respondents who established a project team to plan the technology proposal, regardless of the department which generated the ideas for technology investment, were not significantly associated with a greater likelihood for success. The respondents typically took between 3 and 12 months before making the final decision to invest, irrespective of the department generating the idea for the AMT, and a further 6 months to implement the AMT. Respondents who utilised a discounted cashflow analysis took significantly longer to make the final decision to invest. The greatest number of manufacturing outcomes of significantly higher importance was identified for respondents where Engineering, IT or R&D generated the AMT ideas. It was also determined that the respondents most frequently considered AMT investments in computer hardware or software and technical training for process workers to be necessary at the time of considering the investment. Middle management were found to be significantly more concerned than managers on other levels about opposition of workers to the AMT, while the process workers were significantly more concerned about interruptions to the process during installation.
Christian Hofmann; Stuart Orr. Advanced manufacturing technology adoption—the German experience. Technovation 2005, 25, 711 -724.
AMA StyleChristian Hofmann, Stuart Orr. Advanced manufacturing technology adoption—the German experience. Technovation. 2005; 25 (7):711-724.
Chicago/Turabian StyleChristian Hofmann; Stuart Orr. 2005. "Advanced manufacturing technology adoption—the German experience." Technovation 25, no. 7: 711-724.
This paper presents a comparison of the findings of three surveys of AMT adoption, independently carried out in the USA, South Africa and Germany. It was found that in both South Africa and Germany the greatest number of respondents claimed that their ideas for AMT implementations came from the Production Department, whilst the greatest number of US respondents identified the Engineering Department. The US respondents involved greater numbers of levels of management and functional areas in the planning process and utilised more financial evaluation techniques in assessment. At the time, the USA was rated as the most competitive industrialised nation and the best performing industrialised nation with regard to technology management.
Stuart Orr. A comparison of AMT strategies in the USA, South Africa and Germany. International Journal of Manufacturing Technology and Management 2002, 4, 441 -454.
AMA StyleStuart Orr. A comparison of AMT strategies in the USA, South Africa and Germany. International Journal of Manufacturing Technology and Management. 2002; 4 (6):441-454.
Chicago/Turabian StyleStuart Orr. 2002. "A comparison of AMT strategies in the USA, South Africa and Germany." International Journal of Manufacturing Technology and Management 4, no. 6: 441-454.
This paper presents the results of a survey of senior and middle managers from the Southern Health Care Network in Victoria, Australia. The survey was conducted to determine whether IT is used as a strategic tool to meet competitive issues within the health care industry. A detailed interview was also conducted with the senior manager of information systems for the Southern Health Care Network. The research sought to identify the strategic IT issues facing the health care sector, whether IT was currently used as a source of competitive advantage within the network or by competitors, key factors for successful IT implementation and any impediments to taking full advantage of IT. The research identified a lack of understanding of IT options and potential benefits in this industry. It also determined that there was little or no awareness of the competitive advantage that could be achieved through IT. The role of IT within the network was found to be constrained at the level of providing a supporting infrastructure for users rather than one of being pivotal for organisational strategic advantage.
Stuart Orr; Amrik S. Sohal; Katherine Gray; Jennine Harbrow; David Harrison; Anne Mennen. The impact of information technology on a section of the Australian health care industry. Benchmarking: An International Journal 2001, 8, 108 -120.
AMA StyleStuart Orr, Amrik S. Sohal, Katherine Gray, Jennine Harbrow, David Harrison, Anne Mennen. The impact of information technology on a section of the Australian health care industry. Benchmarking: An International Journal. 2001; 8 (2):108-120.
Chicago/Turabian StyleStuart Orr; Amrik S. Sohal; Katherine Gray; Jennine Harbrow; David Harrison; Anne Mennen. 2001. "The impact of information technology on a section of the Australian health care industry." Benchmarking: An International Journal 8, no. 2: 108-120.
The organisational determinants of success for delivering fee-paying graduate courses
Stuart Orr. The organisational determinants of success for delivering fee‐paying graduate courses. International Journal of Educational Management 2000, 14, 54 -61.
AMA StyleStuart Orr. The organisational determinants of success for delivering fee‐paying graduate courses. International Journal of Educational Management. 2000; 14 (2):54-61.
Chicago/Turabian StyleStuart Orr. 2000. "The organisational determinants of success for delivering fee‐paying graduate courses." International Journal of Educational Management 14, no. 2: 54-61.
Beyond downsizing: recreating in Australia
Stuart Orr; Robert A. Millen; Dan McCarthy. Beyond downsizing: recreating in Australia. Management Decision 1999, 37, 657 -670.
AMA StyleStuart Orr, Robert A. Millen, Dan McCarthy. Beyond downsizing: recreating in Australia. Management Decision. 1999; 37 (8):657-670.
Chicago/Turabian StyleStuart Orr; Robert A. Millen; Dan McCarthy. 1999. "Beyond downsizing: recreating in Australia." Management Decision 37, no. 8: 657-670.
Technology and global manufacturing: some German experiences
Stuart Orr; Amrik S. Sohal. Technology and global manufacturing: some German experiences. Management Decision 1999, 37, 356 -363.
AMA StyleStuart Orr, Amrik S. Sohal. Technology and global manufacturing: some German experiences. Management Decision. 1999; 37 (4):356-363.
Chicago/Turabian StyleStuart Orr; Amrik S. Sohal. 1999. "Technology and global manufacturing: some German experiences." Management Decision 37, no. 4: 356-363.
There has been little empirical research that examines the position and role of quality management in strategic manufacturing decision-making. The Australian wine industry was chosen for this research because it has a major focus on quality in process and product. The research found that quality assurance and control rank as the second most important area of manufacturing process decision-making, after plant and equipment. It also found that quality is the most important competitive priority for wine producers, followed by product cost. Quality, plant and equipment and product cost were found to be strongly related and together formed the basis for domestic and international competition in this industry. An ANOVA was used to determine that there were no significant differences in the importance of quality for different organizational characteristics (p< 0.05) and a factor analysis determined that quality control and assurance are related to production planning and control in terms of their strategic positioning. They were found to form part of the manufacturing decision-making process, but were not part of the strategic business decision-making process.
Stuart Orr. The role of quality management in manufacturing strategy: Experiences from the Australian wine industry. Total Quality Management 1999, 10, 271 -279.
AMA StyleStuart Orr. The role of quality management in manufacturing strategy: Experiences from the Australian wine industry. Total Quality Management. 1999; 10 (2):271-279.
Chicago/Turabian StyleStuart Orr. 1999. "The role of quality management in manufacturing strategy: Experiences from the Australian wine industry." Total Quality Management 10, no. 2: 271-279.