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Ning Su et al.
IT outsourcing has emerged as an important strategic tool for acquiring cutting-edge innovation.
Joseph Fiksel (The Ohio State University) and Keely L. Croxton (The Ohio State University)
In a webinar, researchers from The Ohio State University show how resilient enterprises adapt to supply chain turbulence.
Sheryl E. Kimes and Joel E. Collier
Customers want employee interaction, convenience, and fast transactions in their self-service technology.
September 16, 2014 | David R. Bell, Santiago Gallino and Antonio Moreno
Retail customers now readily use both online and offline retail channels. To thrive in this new environment, retailers need to reexamine their strategies for delivering information and products. Companies that are successful at navigating the omnichannel environment take a customer perspective and view the activities of the company through two core functions: information and fulfillment. They also consider hybrid online-offline approaches, including inventory-only showrooms and “buy online, pick up in store” options.
Strategies in Project Management
Tyson R. Browning and Ranga V. Ramasesh
A project’s “unknown unknowns” can be reduced through both product design approaches and behavioral approaches.
Timothy J. Kloppenborg and Debbie Tesch
The role of project sponsors is often overlooked, but actively engaged executives are crucial to a project’s success.
November 4, 2015 | Charlie Covert, Joseph Fiksel, and Keely L. CroxtonFor businesses operating in today’s global economy, supply chain disruption is inevitable. This reality is forcing a mindset shift from risk management to resilience planning. According to UPS and researchers at Ohio State University, businesses can survive and even prosper from disruptive events by widening their view on the sources of risk, building flexibility into their planning and execution processes, and increasing visibility through real-time access to information.
Ming-Hui Huang and Roland T. Rust
In service businesses, there is often a trade-off between productivity and customer satisfaction.
Timothy Keiningham et al.
Misguided attempts to improve satisfaction can damage a company’s financial health.
H. David Sherman and Joe Zhu
Balanced benchmarking helps companies test their assumptions about service productivity.
Rolph E. Anderson et al.
Product selection is one of six significant drivers of customer satisfaction for e-retailers.
Francesco Zirpoli and Markus C. Becker
Managers must understand which competencies they can safely outsource and which they should manage internally.
David Fogarty and Peter C. Bell
Outsourcing analytics can offer benefits, but it requires a carefully constructed relationship.
David Simchi-Levi et al.
For a decade, China was automatically the answer to many manufacturing questions. That’s changing.
Kunsoo Han and Sunil Mithas
Research suggests that outsourcing IT helps reduce sales expenses and general and administrative costs.
Evgeny Kaganer et al.
Tapping a virtual, on-demand workforce requires new management models and skills.
Mary C. Lacity and Leslie P. Willcocks
Many companies pursue business process outsourcing to trim costs. But it can evolve into much more.
September 11, 2013 | by Karen A. Brown, Nancy Lea Hyer and Richard Ettenson
Many projects fail because they are launched without a clearly articulated reason why they’re being pursued. Without a clear vision, a project team can become overwhelmed by conflict and confusion. Exploring the four dimensions of a compelling “why statement” can improve a project’s chances of success. Karen A. Brown, Nancy Lea Hyer and Richard Ettenson explain those four dimensions.