Browsing by Author "Fragkos, Ioannis"

Now showing 1 - 3 of 3
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    Team familiarity in cardiac surgery operations: The effects of hierarchy and failure on team productivity
    (SAGE Journals, 2019-10-01) Avgerinos, Emmanouil; Fragkos, Ioannis; Huang, Yufei; https://ror.org/02jjdwm75
    Project teams are regularly assembled by a variety of organizations in order to perform knowledge-intensive tasks. Previous shared experiences among their members can have a significant impact on team performance. In this study, we use a unique and detailed dataset of 6206 cardiac surgeries from a private hospital in Europe, property of an American non-profit organization, in order to examine how past shared experiences of individuals affect future team productivity. Using transactive memory system as theoretical framework, we first decompose overall team familiarity into horizontal familiarity (e.g. surgeon to surgeon) and hierarchical familiarity (e.g. surgeon to nurse) and find that the former one is more beneficial for team productivity than the latter one. Next, we observe that horizontal familiarity of high-power, high-status individuals has a higher impact on team productivity than the one among subordinate individuals. Finally, we investigate how past failure experiences of individuals in the same team can increase future team productivity more than past shared successes. Our results provide useful insights for managers who aim to increase team productivity via better team allocation strategies.
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    The Effect of a Third-Party Facilitator on Supply Chain Collaboration: Evidence from a Dutch Supply Chain Network
    (SSRN, 2022-12-01) Avgerinos, Emmanouil; Guha, Reeju; Slabbers, Tom; Fragkos, Ioannis; Zuidwijk, Rob; https://ror.org/02jjdwm75
    Collaboration among supply chain actors leads to improved market access, and reduced logistics costs. In practice, however, collaboration initiatives are challenging to implement, due to barriers such as the sharing of sensitive information, coordination complexity, and the lack of operational visibility. The impact of such barriers may be mitigated by a third-party facilitator – an organization that facilitates coordination among actors, and safeguards sensitive information. We assess the impact of such a facilitator on supply chain collaboration. We further investigate whether the facilitator may induce a positive, second-order effect on environmental impact and logistics costs through improving collaboration. We test our hypotheses using survey interviews on member organizations of Connekt, a logistics facilitator. Our results suggest that the facilitator increases the number of collaborations, which leads to reduction in supply chain costs and a positive environmental impact. Lastly, we demonstrate that larger firms further improve collaborations, in the presence of the facilitator.
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    The effect of failure on performance over time: The case of cardiac surgery operations
    (Wiley, 2019-11-11) Avgerinos, Emmanouil; Fragkos, Ioannis; Gokpinar, Bilal; https://ror.org/02jjdwm75
    Failure is a common occurrence in many operational contexts involving knowledge work. Concentrating on highly critical cardiac surgery operations, we investigate how failure affects subsequent performance over time. In addressing our research questions, we draw on the sensemaking perspective and incorporate behavioral aspects of failure that are often overlooked. We develop three hypotheses on the effects of failure (i.e., in-hospital mortality of a patient) and test them with a unique data set of 4,306 cardiac surgery operations from a large European hospital, spanning five years. Our findings show that while failure promotes learning over time and improves task execution quality (as measured by patients' reduced length of stay) in the long term, its effect is the opposite in the short term. Our work also unravels how relational dynamics (i.e., familiarity) may reduce the short-term effects of failure. We find evidence that team familiarity mitigates the detrimental effects of recent failures. This implies that certain team assignment strategies after failure (e.g., putting individuals into familiar teams) may be preferable than others. We explore and illustrate this by conducting a policy simulation based on our data. This article provides new insights into how operations managers can support their employees in moving forward after failure.