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Barbara Flynn
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Barbara Flynn has a global outlook. Her large-scale research project collects data from manufacturers in 12 countries. It allows plant managers to compare the practices and performance of their plants with other plants in their industry, both in their country and with their global competitors. The data includes practices and performance related to accounting, quality management, technology management, human resource management, strategy, shop floor control and a variety of other areas. Data has been collected from some of the best plants in the U.S., Japan, China, Germany and other countries. It has been used as the foundation for many individual studies that address topics of interest to managers.
Through the provision of detailed feedback reports, participating managers are able to benchmark their practices and performance with that of other plants in their industry, both in their country and in the world. Dr. Flynn believes the best research is based on solving real world problems. Her translational research combines a rigorous methodology and strong theoretical foundation with examination of practical problems that are important to the U.S. economy.
Professor Flynn's global research efforts have a positive impact on the U.S. manufacturing practices and performance and is another example of how IUPUI's faculty members are TRANSLATING their RESEARCH INTO PRACTICE.
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Item The impact of power and relationship commitment on the integration between manufacturers and customers in a supply chain(2008) Zhao, Xiande; Huo, Baofeng; Flynn, Barbara B.; Yeung, Jeff Hoi YanSupply chain integration (SCI) has received increasing attention from scholars and practitioners in recent years. However, our knowledge of what influences SCI is still very limited. Although marketing and management researchers have investigated power and relationship commitment issues between organizations, few have examined their impact on SCI. This paper extends the power–relationship commitment theory established in Western marketing literature and links it with SCI in China, through examining the relationship between power, relationship commitment and the integration between manufacturers and their customers. We propose and empirically test a model using data collected from 617 manufacturing companies in China. The results show that different types of customer power impact manufacturers’ relationship commitment in different ways. Expert power, referent power and reward power are important in improving manufacturers’ normative relationship commitment, while reward power and coercive power enhance instrumental relationship commitment. We also found that normative relationship commitment had a greater impact on customer integration than instrumental relationship commitment. These findings are interpreted in light of national culture differences between China and the U.S. in terms of power distance and collectivism, which provide a new perspective on SCI.Item We've got the power! How customer power affects supply chain relationships(2008) Flynn, Barbara B.; Zhao, Xiande; Huo, Baofeng; Yeung, Jeff Hoi YanItem All Supply Chains Don't Flow Through: Understanding Supply Chain Issues in Product Recalls(2008) Lyles, Marjorie A.; Flynn, Barbara B.; Frohlich, Mark T.Our paper conceptualizes and highlights the role of the supply chains in China’s product recall problems. We raise questions about the interrelationships of the focal manufacturer and the supplier firms and the consequences of these relationships. We address some of the causes of the current situation, including a discussion of deep supply chains, the importance of relationships, the role of trust and the impact of cultural misunderstandings. We suggest many future research questions to further understand how the supply chain can cause or deter product recalls.Item Editorial: Empirical elephants—Why multiple methods are essential to quality research in operations and supply chain management(2008) Singhal, Vinod; Flynn, Barbara B.; Ward, Peter T.; Roth, Aleda V.; Gaur, VishalItem The impact of supply chain complexity on manufacturing plant performance(2009) Bozarth, Cecil C.; Warsing, Donald P.; Flynn, Barbara B.; Flynn, E. JamesThis paper puts forth a model of supply chain complexity and empirically tests it using plant-level data from 209 plants across seven countries. The results show that upstream complexity, internal manufacturing complexity, and downstream complexity all have a negative impact on manufacturing plant performance. Furthermore, supply chain characteristics that drive dynamic complexity are shown to have a greater impact on performance than those that drive only detail complexity. In addition to providing a definition and empirical test of supply chain complexity, the study serves to link the systems complexity literature to the prescriptions found in the flexibility and lean production literatures. Finally, this research establishes a base from which to extend previous work linking operations strategy to organization design [Flynn, B.B., Flynn, E.J., 1999. Information-processing alternatives for coping with manufacturing environment complexity. Decision Sciences 30 (4), 1021–1052].Item The Impact of Product Recall Announcements on Stock Market Reaction: a Study of Chinese Listed Companies(2009) Zhao, Xiande; Lee, Yina; Ng, Stephen; Flynn, Barbara B.Product recalls can be viewed as a firm or nation’s worst nightmare. Though the magnitude of the loss of brand equity and reputation due to a recall is difficult to directly estimate, the impact of a recall on shareholder wealth is more easily quantified. Based on a sample of 29 product recall announcements by Chinese listed companies during the period 2002 to 2008, the effects of the stock market reaction to them was examined. Consistent with previous research in the United States market, we found a significant negative abnormal return in the Chinese market, but also found that Chinese companies suffered greater financial losses from product recalls. The results also revealed that Chinese companies in the food industry experienced more severe reactions from their recall announcements, while companies in automobile industry experienced a less severe reaction in their stock prices. We briefly describe the case of the melamine tainted milk crisis in China and investigate the stock market reaction, for both affected companies and their competitors. The results show that all of the affected companies suffered from significant negative financial losses, while their competitors benefitted from the recall.Item Operational Capabilities: The Secret Ingredient(2010) Wu, Sarah Jinhui; Melnyk, Steven A.; Flynn, Barbara B.We develop a theoretical definition of operational capabilities, based on the strategic management and operations management literature, and differentiate this construct from the related constructs of resources and operational practices, drawing upon the resourcebased view of the firm as our foundation. We illustrate the key features of operational capabilities using the illustration of a restaurant kitchen. Because the traits of operational capabilities are distinct, they create a barrier to imitation, making them a potential source of competitive advantage. However, operational capabilities are particularly challenging to measure, because they emerge gradually and are tacit, embedded, and manifested differently across firms. In solving this measurement conundrum, we draw upon similar situations experienced by Schein (2004) and Eisenhardt and Martin (2000) in operationalizing organizational culture and dynamic capabilities. A taxonomy of six emergent operational capabilities is developed: operational improvement, operational innovation, operational customization, operational cooperation, operational responsiveness, and operational reconfiguration. A set of measurement scales is developed, in order to measure each of the operational capabilities, and validated using two different datasets. This allows replication of the psychometric properties of the multi-item scales and helps to ensure the validity of the resulting measures.Item The impact of supply chain integration on performance: A contingency and configuration approach(2010) Flynn, Barbara B.; Huo, Baofeng; Zhao, XiandeThis study extends the developing body of literature on supply chain integration (SCI), which is the degree to which a manufacturer strategically collaborates with its supply chain partners and collaboratively manages intra- and inter-organizational processes, in order to achieve effective and efficient flows of products and services, information, money and decisions, to provide maximum value to the customer. The previous research is inconsistent in its findings about the relationship between SCI and performance. We attribute this inconsistency to incomplete definitions of SCI, in particular, the tendency to focus on customer and supplier integration only, excluding the important central link of internal integration. We study the relationship between three dimensions of SCI, operational and business performance, from both a contingency and a configuration perspective. In applying the contingency approach, hierarchical regression was used to determine the impact of individual SCI dimensions (customer, supplier and internal integration) and their interactions on performance. In the configuration approach, cluster analysis was used to develop patterns of SCI, which were analyzed in terms of SCI strength and balance. Analysis of variance was used to examine the relationship between SCI pattern and performance. The findings of both the contingency and configuration approach indicated that SCI was related to both operational and business performance. Furthermore, the results indicated that internal and customer integration were more strongly related to improving performance than supplier integration.Item Supply Chain Structure, Inventory Turnover, and Financial Performance: Evidence from Manufacturing Companies in China(2010) Hu, Shanshan; Ye, Qing; Chi, Wei; Flynn, Barbara B.Using data collected by the World Bank, we empirically investigate the relationship between Chinese manufacturers’ supply chain attributes, raw material and finished goods inventory turnover, and return on sales. Our findings indicate that location proximity, relationship continuity, and the relative power of the manufacturer over suppliers and customers have a significant impact on inventory performance, which in turn drives profitability. We especially focus on characteristics unique to China’s business environment. We find that Chinese manufacturing companies have relatively weak operational performance, and better operational performance is associated with closer distance, longer relationship with suppliers and customers, and relative power over suppliers. Unlike their counter parties in some developed countries, Chinese manufacturers’ profitability relies on both downstream and upstream inventory performance, with downstream inventory performance playing a somewhat more important role.Item Introduction to the Special Topic Forum on Global Supply Chain Management(2010) Flynn, Barbara B.
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