Industrial Management & Data Systems
This study aims to clarify the risk management practices of banks as supply chain finance (SCF) service providers. Design/methodology/approach Using 4,014 evaluation and approval reports, this study constructed five risk management factors and examined their functions with secondary data. Two text-mining techniques (i.e. word sense induction, TF-IDF) were used to equip the classic routine of dictionary-based content analysis. This research successfully identified four important risk management factors: relationship-based assessment, asset monitoring, cash flow monitoring and supply chain collaboration. The default-preventing effect of these factors are different and contingent on the type of financing contexts (i.e. preshipment, postshipment).
Computer-aided text analysis
Supply chain finance
International Journal of Human Resource Management
What would employees do if their coworkers move upwardly to other organizations? In the era of boundaryless career, voluntary turnover is more prevalent than ever before. Effects of coworkers’ voluntary turnover on employees’ turnover are attracting attention in human resource management. However, this stream of research has generated mixed findings showing both positive and negative effects on focal employees’ turnover, and scholars still know little about the specific mechanism through which the effects occur. This study takes the first step to reconcile the mixed findings and unfold the black box of the effects. Specifically, we argue that the mobility direction of coworkers’ turnover should not be overlooked by previous research, and we propose that coworkers’ upward mobility plays an indispensable role in predicting employees’ turnover intention. Based on social comparison theory, we hypothesize that coworkers’ upward mobility positively relates to focal employees’ turnover intention through focal employees’ perception of employability. Furthermore, we propose prior job similarity as a contingency that activates the relationship mentioned above, such that the mediation effect is stronger with higher prior job similarity. Our hypotheses were tested and fully supported by two-wave data from a sample of 369 employees in China. Lastly, theoretical and practical implications are discussed along with possible limitations and directions for future turnover research.
This case describes the development and struggles of Opple Lighting (Opple), a leading Chinese company in the lighting industry. Opple explored and developed an e-commerce business in response to the threat of emerging e-commerce retail channels in the online lighting market. There were significant differences involved in running an e-commerce business versus a traditional (offline) sales business in this industry, and most of Opple's management team disapproved of the development of the e-commerce business division; they believed that e-commerce operations would inevitably cannibalize the existing offline business. How would the e-commerce business division gain the needed approval and support from the other business divisions? There were "hidden rules" behind the murky pricing practices in the traditional lighting industry, whereas e-commerce stressed price transparency. How could the e-commerce business be operated to avoid direct conflict with the offline sales channels? Traditional lighting products were characterized by a long product development cycle with a large-scale supply-chain distribution channel, whereas e-commerce lighting products emphasized small batches with rapid development and updates. How could the e-business departments resolve the challenges and conflicts in production, logistics, new product development, and distribution between traditional and e-commerce sales?
This case details how Opple grew its e-commerce business from zero to RMB 1.5 billion in five years and optimized its e-commerce supply chain by reorganizing its product development process, manufacturing, logistics, warehousing, marketing, and after-sales service. It also looks at how Opple adjusted organizational structure changes, encouraged innovation, overhauled talent management, and improved its performance management systems to eventually achieve rapid growth in sales performance. In 2017, sales revenues for three-commerce division were nearly 2.1 billion yuan, representing 25% of Opple's total revenue and making the e-commerce business a new growth engine for the company. That division also encouraged changes to Opple's culture, organization redesign, and incentive scheme, helping to drive rapid growth in the company's other businesses and – more importantly – providing the necessary incubation period for several other Opple businesses.
organizational structure adjustment
traditional enterprise transformation