Browsing by Author "Bendoly, Elliot"

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    Digital transformation in operations managementFundamental change through agency reversal
    (Wiley, 2023-08-13) Tenhiälä, Antti; Angelopoulos, Spyros; Bendoly, Elliot ; Fransoo, Jan; Carol Ou, Kai Hoberg; https://ror.org/02jjdwm75
    The emergence of digital technologies across all aspects of operations management has enabled shifts in decision making, shaping new operational dynamics and business opportunities. The associated scholarly discussions in information systems and operations management span digital manufacturing, the digitalization of operations management and supply chain management, platform outcomes, and economies of collaboration. For such changes to be successful, however, there is a need for organizations to go beyond the mere adoption of digital technologies. Instead, successful changes are transformational, delving into digital transformation endeavors, which in turn can enable operational improvements in organizational performance, lead to structural changes in operations processes, and may result in new business models being deployed. Our aim here, thus, is to provide an epistemic platform to advance our understanding of how such endeavors, including the adoption of digital technologies, business model innovations, and innovations in collaboration mechanisms and methods of operations improvement, can affect various aspects of operations management.
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    Project managers' breadth of experience, project complexity and project performance
    (John Wiley and Sons Inc, 2021) Alba, Constantin; Madiedo, Juan Pablo; Bendoly, Elliot ; Salvador, Fabrizio; Tenhiälä, Antti; Agencia Estatal de Investigación; https://ror.org/02jjdwm75
    Research has found that a project manager's experience is a driver of project performance. However,whether specialist or generalist project managers are more effective remains an open question to date. In this paper,we examine how project managers' breadth of experience influences project completion time under different levels of project complexity. Using longitudinal data from 9,765 enterprise resource planning (ERP) system projects executed by a software services organization,we find that managers' breadth of experience has a U-shaped impact on project completion time. We also find that while we can identify an optimal level of breadth of experience that minimizes project completion time on the U-curve,this optimal level becomes lower (the U-curve shifts to the left) as project complexity increases. As project complexity decreases,the U-curve flattens and tends to become monotonically decreasing,signifying that diseconomies from project managers' breadth of experience are less apparent in simpler projects. From a practical standpoint,these findings suggest that project managers' breadth of experience is a critical driver of project performance that should be a key consideration in the selection of managers to lead knowledge work,especially for complex projects. © 2021 The Authors. Journal of Operations Management published by Wiley Periodicals LLC on behalf of Association for Supply Chain Management,Inc.