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
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
76th Annual Meeting of the Academy of Management
We develop a process model of logic elaboration from a case study of a China-based financial training company. Based on 8 years’ of real time observations and interviews, we theorize how a firm steeped in a professional logic endogenously initiates a micro-institutional change to elaborate on its professional logic by incorporating elements from a market logic. The findings suggest that recognition, experimentation, articulation, and infusion are the key processes that underlie logic elaborations. Our study contributes to literatures on institutional change and organizational design by documenting empirically how a dominant logic could enable actors to incorporate an alternative logic through organizational design.
In the midst of flat revenues and shrinking margins, how did EasyFinance retain, motivate, develop, and empower its key team members?