Robert D. Klassen

• Shafiq, A.; Johnson, P. F.; Klassen, R. D., 2022, "Building synergies between operations culture, operational routines, and supplier monitoring: implications for buyer performance", International Journal of Operations & Production Management, November 42(5): 687 - 712.
  Abstract: Pressured by various stakeholder groups to improve the sustainability performance of their emerging economy suppliers, multinational firms continue to expand their supplier monitoring. Leveraging the strategy literature on alliances and the buyer-supplier relationship management literature, the authors propose that a buyer firm's efforts to proactively develop cultural sensitivity and operations cognizance to understand the operational culture and routines of its suppliers can ameliorate some shortcomings of supplier monitoring, thereby improving the performance of the buyer firm. Using primary survey data from a sample of US manufacturing firms, combined with secondary data of supplier monitoring and financial performance, this research examines the relationship between supplier monitoring, cultural sensitivity, operations cognizance, and buyer firm performance. Supplier monitoring was associated with positive but diminishing returns for financial and sustainability performance for the buyer. Second, increasing cultural sensitivity and operations cognizance for suppliers in emerging economies were associated with improved buyer performance. Finally, the synergistic use of supplier monitoring and operations cognizance was associated with improved buyer firm financial performance. While the buyer-supplier relationship literature has mainly treated organizational differences between dyadic supply chain partners as exogenous to the context in which their relationship evolves, the authors posit that buyer firms' efforts to understand such differences can affect the value of buyer-directed interactions, such as supplier monitoring. This research adds to the theoretical understanding of the process of developing relational mechanisms with emerging economy suppliers. In particular, efforts of buyer firms to better understand the operational culture and routines of their suppliers can complement monitoring and are associated with a positive impact on performance.

  Link(s) to publication:

  https://www.ingentaconnect.com/content/mcb/024/2022/00000042/00000005/art00005

  http://dx.doi.org/10.1108/IJOPM-03-2021-0149

• Johnson, P. F.; Klassen, R. D., 2022, "New Directions for Research in Green Public Procurement: The Challenge of Inter-Stakeholder Tensions", Journal of Cleaner Logistics and Supply Chain
  Abstract: Public sector spending represents a significant portion of gross domestic product in most countries, and holds much promise to advance calls to improve the sustainability of goods and services provided by supply chain partners – but only if multiple objectives can be reconciled. Public procurement also tends to heavily emphasize outcome-based specification practices that rely on traditional tendering for supplier selection, thereby stifling potentially innovative improvements. Drawing on stakeholder theory, we consider how potential inter-stakeholder tensions contribute to both the challenges and opportunities for green public procurement (GPP) practices. In addition to conventional categories of internal and external stakeholders, we identify a third category of stakeholders who ‘bridge’ across these two groups. This framing helps to delineate complex interactions among multiple stakeholder groups and enables a mapping of each group’s weighting of priorities and influence in decision making. Doing so highlights potential sources of inter-stakeholder tensions that must be balanced or resolved to advance GPP. Moreover, process-based collaboration can engage multiple groups of stakeholders, attenuate inter-stakeholder tensions, and foster cooperative, novel solutions for improved environmental outcomes. Drawing from an initial case study, new research directions emerge when we combine both process- and outcome-based practices that engage supply chain partners and multiple stakeholders to develop and advance new green technologies and evaluate complex considerations in public sector procurement.

  Link(s) to publication:

  https://www.sciencedirect.com/science/article/pii/S2772390921000172?via%3Dihub

  http://dx.doi.org/10.1016/j.clscn.2021.100017

• Johnston, D.; Pagell, M.; Veltri, A.; Klassen, R. D., 2020, "Values-in-action that support safe production", Journal Of Safety Research, February 72: 75 - 91.
  Abstract: Introduction: Safe production is a sustainable approach to managing an organization's operations that considers the interests of both management and workers as salient stakeholders in a productive and safe workplace. A supportive culture enacts values versus only espousing them. These values-in-action are beliefs shared by both management and workers that align what should happen in performing organizational routines to be safe and be productive with what actually is done. However, the operations and safety management literature provides little guidance on which values-in-action are most important to safe production and how they work together to create a supportive culture. Method: The researchers conducted exploratory case studies in 10 manufacturing plants of 9 firms. The researchers compared plant managers’ top-down perspectives on safety in the performance of work and workers’ bottom-up experiences of the safety climate and their rates of injury on the job. Each case study used data collected from interviewing multiple managers, the administration of a climate survey to workers and the examination of the plant's injury rates over time as reported to its third party health and safety insurer. Results: The researchers found that plants with four values-in-action —a commitment to safety, discipline, prevention and participation—were capable of safe production, while plants without those values were neither safe nor productive. Where culture and climate aligned lower rates of injury were experienced. Discussion and conclusion: The four value-in-actions must all be present and work together in a self-reinforcing manner to engage workers and managers in achieving safe production. Practical application: Managers of both operations and safety functions do impact safety outcomes such as reducing injuries by creating a participatory environment that encourage learning that improves both safety and production routines.

  Link(s) to publication:

  http://dx.doi.org/10.1016/j.jsr.2019.11.004

• Longoni, A.; Pagell, M.; Shevchenko, A.; Klassen, R. D., 2019, "Human capital routines and sustainability trade-offs: The influence of conflicting schemas for operations and safety managers", International Journal of Operations and Production Management, August 39(5): 690 - 713.
  Abstract: Purpose: Sustainable operations management is characterized by environmental, social and operational goals. The implementation of routines to protect and direct the effective use of human capital is proposed to potentially improve all three dimensions. However, functional managers with overlapping responsibilities at the plant-level might implement human capital routines based on their individual functional schemas. The purpose of this paper is to investigate whether functional managers have conflicting perceptions of human capital routines, due to narrow perceptions benefiting their own functional domain, and thus generate trade-offs. Design/methodology/approach: A combination of matched survey and archival data from 198 manufacturing plants is used to explore the degree to which functional managers have conflicting perceptions of human capital routines and the effects of these perceptions on sustainability outcomes. Findings: The results indicate that on average functional managers have conflicting perceptions that generate trade-offs between sustainability dimensions. However, when functional managers had a shared perception better outcomes on all sustainability dimensions are shown. Thus, human capital routines can be a powerful tool for sustainability only if senior management can promote a shared schema across functional managers. Originality/value: Differently than most previous studies assuming shared sustainability goals within an organization, this study considers a multiplicity of functional actors with potentially varying perceptions about sustainability goals and links these to organizational routine implementation and outcomes. Additionally, the dynamic and subjective nature of organizational routines, such as human capital routines, is proposed to explain contradictory impacts in a multi-objective setting such as sustainable operations management.

  Link(s) to publication:

  http://dx.doi.org/10.1108/IJOPM-05-2018-0247

• Gualandris, J.; Klassen, R. D., 2018, "Delivering transformational change: aligning supply chains and stakeholders in non-profit organizations", Journal of Supply Chain Management, April 54(2): 34 - 48.
  Abstract: Governments and global corporations increasingly both confront and rely on International Non-Governmental Organizations (INGOs) to identify, design and deliver interventions that prompt transformational change in societies, industries and supply chains. For INGOs, transformational change is defined as a fundamental, long-lasting reframing of a social or industrial system through synergistically altering the knowledge, practices and relationships of multiple stakeholder groups. With each intervention, the focal INGO assembles its own complex supply chain of non-profit organizations and for-profit firms to provide the necessary resources and skills. While prior supply chain management literature provides a good starting point, with some generalizability to the non-profit sector, this paper begins with several key differences to explore how interventions are delivered, and then, how INGOs’ supply chains must be aligned. In doing so, at least three critical factors must be taken into account to improve alignment: stakeholder-induced uncertainty supply chain configuration and supply chain dynamism. By synthesizing these factors with prior literature and emerging anecdotal evidence, tentative frameworks and research questions emerge about how INGOs can better leverage their supply chains, thereby offering a basis for scholars in supply chain management to build a much richer and more nuanced research understanding of INGOs.

  Link(s) to publication:

  http://dx.doi.org/10.1111/jscm.12164

• Klassen, R. D.; Hajmohammad, S., 2017, "Multiple temporal perspectives extend sustainable competitiveness", International Journal of Operations and Production Management, November 37(11): 1600 - 1624.
  Abstract: Purpose: In operations and supply chain management, time is largely one-dimensional – less is better – with much effort devoted to compressing, efficiently using, and competitively exploiting clock-time. However, by drawing on other literatures, the purpose of this paper is to understand implications for the field of operations management if we also emphasize how humans and organizations experience time, termed process-time, which is chronicled by events and stages of change. Design/methodology/approach: After a brief review, the limitations of the recurrent time-oriented themes in operations management and the resulting short-termism are summarized. Next, sustainability is offered as an important starting point to explore the concept of temporality, including both clock- and process-time, as well as the implications of temporal orientation and temporal conflict in supply chains. Findings: A framework that includes both management and stakeholder behavior is offered to illustrate how multiple temporal perspectives might be leveraged as a basis for an expanded and enriched understanding of more sustainable competitiveness in operations. Social implications: Research by others emphasizes the importance of stakeholders to competitiveness. By recognizing that different stakeholder groups have varying temporal orientations and temporality, managers can establish objectives and systems that better reflect time-based diversity and diffuse temporal conflict. Originality/value: This paper summarizes how time has been incorporated in operations management, as well as the challenges of short-termism. Sustainability forms the basis for exploring multiple perspectives of time and three key constructs: temporal orientation, temporality, and temporal conflict. A framework is proposed to better incorporate temporal perspectives as a basis for competitiveness in operations and supply chain management.

  Link(s) to publication:

  http://dx.doi.org/10.1108/IJOPM-03-2016-0105

• Shafiq, A.; Johnson, P. F.; Klassen, R. D.; Awaysheh, A., 2017, "Exploring the Implications of Supply Risk on Sustainability Performance", International Journal of Operations and Production Management, October 37(10): 1386 - 1407.
  Abstract: Purpose: Firms are increasingly being pressured by the public, regulators and customers to ensure that their suppliers behave in a socially and ecologically sound manner. Yet, the complexity and risks embedded in many supply chains makes this challenging, with monitoring practices offering one means to attenuate supply sustainability risk. Drawing on agency theory, the purpose of this paper is to examine the relationship between sustainability and operations risk, supplier sustainability monitoring practices, supply improvement initiatives and firm performance. brbr Designmethodologyapproach: This research uses data from a survey and archival sources from a sample of large US firms to empirically examine the relationship between sustainability and operations risk, supplier sustainability monitoring practices, supply improvement initiatives and firm performance. brbr Findings: Findings indicate that higher levels of perceived sustainability risk is related to greater monitoring of supplier sustainability practices by focal firms. Perceptions of higher operations risk are indirectly related to greater social monitoring through investment in supply improvement initiatives. Monitoring of supplier sustainability practices is also found to have a positive effect on focal firm performance. brbr Practical implications: Findings suggest that managers process operations risks and sustainability risks independently. Greater sustainability risk leads to increased sustainability monitoring, while greater operations risk leads to increased investment in supply improvement initiatives, which in turn leads to increased social monitoring. The research also indicates that behavior-oriented approaches, such as monitoring of supplier environmental and social practices, are an effective approach to improving firm sustainability performance. However, due to resource constraints, a challenge for supply chain managers is where and when to invest in behavior-oriented approaches for suppliers. brbr Originalityvalue: This research advances supply risk literature by exploring the effects of supply sustainability risk on the use of monitoring practices to manage supplier environmental and social behavior. Using a combination of survey and archival data to independently assess the implications of sustainability monitoring practices on firm sustainability performance, this study provides a methodology for evaluating the impact of sustainability monitoring practices on the triple bottom line in supply chain management.

  Link(s) to publication:

  https://doi.org/10.1108/IJOPM-01-2016-0029

• Lee, S. Y.; Klassen, R. D., 2016, "Firms’ Response to Climate Change: The Interplay of Business Uncertainty and Organizational Capabilities", Business Strategy and the Environment, December 25(8): 577 - 592.
  Abstract: With climate change emerging as one of the most important issues increasing uncertainty in the business circle, firms have shown different reactions. Why do firms differ in adopting and implementing carbon management practices (CMPs) in response to the global warming issue? This paper attempts to explore this question with particular attention to two factors: external business uncertainty and internal organizational capabilities. This study investigated whether business uncertainty, organizational learning and lean production capabilities influenced the adoption and implementation of CMPs as well as examining how organizational capabilities moderate the relationships between business uncertainty and the level of CMPs. The results of a cross-sectional survey and hierarchical regression analyses indicate that perceived business uncertainty decreases the adoption of CMPs, organizational learning and lean production capabilities strongly facilitate the adoption and implementation of CMPs, and lean production capability positively moderates the impacts of business uncertainty on the adoption of CMPs. This study provides guidance for managers and academics considering how to identify, design and manage the dimensions of a firm's practices in response to the global warming issue within the organization as well as with other organizations. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment.

  Link(s) to publication:

  http://dx.doi.org/10.1002/bse.1890

• Huq, F. A.; Chowdhury, I. N.; Klassen, R. D., 2016, "Social Management Capabilities of Multinational Buying Firms and their Emerging Market Suppliers: An Exploratory Study of the Clothing Industry", Journal of Operations Management, September 46: 19 - 37.
  Abstract: For sustainability, research in operations and supply chain management historically emphasized the development of environmental rather than social capabilities. However, factory disasters in Bangladesh, an emerging market and the second largest clothing exporter in the world, revealed enormous challenges in the implementation of social sustainability in complex global supply chains. Against the backdrop of a building collapse in Bangladesh's clothing industry, this research uses multiple case studies from two time periods to explore the skills, practices, relationships and processes collectively termed social management capabilities (SMCs) that help buyers and suppliers respond to stakeholder pressures address regulatory gaps and improve social performance. The study not only captures the perspectives of both multinational buyers and their emerging market suppliers, but also provides supplementary evidence from other key stakeholders, such as NGOs and unions. Our findings show that, in the absence of intense stakeholder pressure, buyers can lay the foundation for improved social performance by using their own auditors and collaborating with suppliers rather than using third-party auditors. However, in the face of acute attention from customers, NGOs and media, we observed that consultative buyer-consortium audits emerged, and shared third-party audits offered other advantages such as increased transparency and improvements in worker education and training. Finally, we present research propositions derived from our empirical study to guide future research on implementing social sustainability in emerging markets.

  Link(s) to publication:

  http://dx.doi.org/10.1016/j.jom.2016.07.005

• Tompa, E.; Robson, L.; Sarnocinska-Hart, A.; Klassen, R. D.; Shevchenko, A.; Sharma, S.; Hogg-Johnson, S.; Amick, B. C.; Johnston, D. A.; Veltri, A., et al., 2016, "Managing safety and operations: The effect of joint management system practices on safety and operational outcomes", Journal of Occupational and Environmental Medicine, March 58(3): e80 - e89.
  Abstract: Objective: The aim of this study was to determine whether management system practices directed at both occupational health and safety (OHS) and operations (joint management system [JMS] practices) result in better outcomes in both areas than in alternative practices. Methods: Separate regressions were estimated for OHS and operational outcomes using data from a survey along with administrative records on injuries and illnesses. Results: Organizations with JMS practices had better operational and safety outcomes than organizations without these practices. They had similar OHS outcomes as those with operations-weak practices, and in some cases, better outcomes than organizations with safety-weak practices. They had similar operational outcomes as those with safety-weak practices, and better outcomes than those with operations-weak practices. Conclusions: Safety and operations appear complementary in organizations with JMS practices in that there is no penalty for either safety or operational outcomes.

  Link(s) to publication:

  http://dx.doi.org/10.1097/JOM.0000000000000616

• Galeazzo, A.; Klassen, R. D., 2015, "Organizational context and the implementation of environmental and social practices: What are the linkages to manufacturing strategy?", Journal of Cleaner Production, December 108(Part A): 158 - 168.
  Abstract: Previous studies have paid relatively little attention to how a plant's strategic objectives for sustainability are balanced against traditional manufacturing objectives. Based on a contingency approach to operations management, this research investigates the linkages between manufacturing strategy, with particular attention on the priority given to sustainability, the organizational context, and the implementation of environmental and social practices. Using data from a survey of Canadian manufacturing plants, contextual factors indicative of plant visibility were linked to a sustainability-oriented manufacturing strategy. Moreover, this strategy demonstrably affected the implementation of environmental practices, but not social practices. Furthermore, these results identified that sustainability tends to be associated with the competitive priorities of quality and delivery. Collectively, the adoption of a strategic viewpoint for sustainability opens up new theoretical insights into the operationalization of practices. First, while manufacturing strategy can provide positive support for sustainability, it is not yet a sufficient condition to implement sustainable practices. Second, a trade-off between environmental and social aspects may occur when they are simultaneously implemented. Thus, managers might see positive environmental practices implemented naturally as part of a broader manufacturing strategy, but must carefully emphasize social practices using other means.

  Link(s) to publication:

  http://dx.doi.org/10.1016/j.jclepro.2015.06.053.

• Gualandris, J.; Klassen, R. D.; Vachon, S.; Kalchschmidt, M., 2015, "Sustainable evaluation and verification in supply chains: Aligning and leveraging accountability to stakeholders", Journal of Operations Management, July 38: 1 - 13.
  Abstract: Managers are being challenged by multiple (and diverse) stakeholders, which have variety of expectations and informational needs about their firm's supply chains. Collectively, these expectations and needs form a multi-faceted view of stakeholder accountability, namely the extent to which a firm justifies behaviors and actions across its extended supply chain to stakeholders. To date, sustainable supply chain management research has largely focused on monitoring as a self-managed set of narrowly defined evaluative activities employed by firms to provide stakeholder accountability. Nevertheless, evidence is emerging that firms have developed a wide variety of monitoring systems in order to align with stakeholders' expectations and leverage accountability to stakeholders. Drawing from the accounting literature, we synthesize a model that proposes how firms might address accountability for sustainability issues in their supply chain. At its core, the construct of sustainable evaluation and verification (SEV) captures three interrelated dimensions: inclusivity, scope, and disclosure. These dimensions characterize how supply chain processes might identify key measures, collect and process data, and finally, verify materiality, reliability and accuracy of any data and resulting information. As a result, the concept of monitoring is significantly extended, while also considering how different stakeholders can play diverse, active roles as metrics are established, audits are conducted, and information is validated. Also, several antecedents of SEV systems are explored. Finally, the means by which an SEV system can create a competitive advantage are investigated.

  Link(s) to publication:

  http://dx.doi.org/10.1016/j.jom.2015.06.002

• Pagell, M.; Klassen, R. D.; Johnston, A.; Shevchenko, A.; Sharma, S., 2015, "Are Safety and Operational Effectiveness Contradictory Requirements: The Roles of Routines and Relational Coordination", Journal of Operations Management, May 36: 1 - 14.
  Abstract: The relationship between managing a production system to be safe and managing it to be operationally effective is often described in conflicting terms, creating confusion for research and practice. Some view improving safety as separate and distinct from increasing operational effectiveness they are contradictory requirements. Others emphasize that safety and effectiveness are complementary, and combine to enhance competitiveness. Recent research proposes that this confusion can be explained by examining the operational and safety routines used in production. Specifically, when an organization chooses to manage safety and operations in a coordinated fashion using a joint management system, safety and operational effectiveness are complementary. Yet, the contradiction between safety and operations can occur when the functions are managed as separate and unequal silos. This research tests this supposition using the theory of relational coordination. The results, based on a combination of survey and archival safety data from 198 manufacturing firms, show that safety and operational outcomes are indirectly related via routines and that plants that manage safety and operations using a joint management system make these priorities complementary and do not create trade-offs between safety and operational performance.

  Link(s) to publication:

  http://dx.doi.org/10.1016/j.jom.2015.02.002

• Power, D.; Klassen, R. D.; Kull, T.; Simpson, D., 2015, "Competitive Goals and Plant Investment in Environment and Safety Practices: Moderating Effect of National Culture", Decision Sciences, February 46(1): 63 - 100.
  Abstract: Operations managers clearly play a critical role in targeting plant-level investments toward environment and safety practices. In principle, a rational response would be to align this investment with senior management’s competitive goals for operational performance. However, operations managers also are influenced by contingent factors, such as their national culture, thus creating potential tension that might bias investment away from a simple rational response. Using data from 1453 plants in 24 countries, we test the moderating influence of seven of the national cultural characteristics on investment at the plant level in environment and safety practices. Four of the seven national cultural characteristics from GLOBE (i.e., uncertainty avoidance, in-group collectivism, future orientation and performance orientation) shifted investment away from an expected rational response. Positive bias was evident when the national culture favoured consistency and formalized procedures and rewarded performance improvement. In contrast, managers exhibited negative bias when familial groups and local coalitions were powerful, or future outcomes rather than current actions were more important. Overall, this study highlights the critical importance of moving beyond a naïve expectation that plant-level investment will naturally align with corporate competitive goals for environment and safety. Instead, the national culture where the plant is located will influence these investments, and must be taken into account by senior management.

  Link(s) to publication:

  http://dx.doi.org/10.1111/deci.12121

• Lee, S. Y.; Park, J. S.; Klassen, R. D., 2015, "Market Responses to Firms' Voluntary Climate Change Information Disclosure and Carbon Communication", Corporate Social Responsibility and Environmental Management, January 22(1): 1 - 12.
  Abstract: Despite the importance of the Carbon Disclosure Project (CDP), the question of how firms' voluntary carbon disclosure influences capital markets and shareholder value remains unanswered. Using the event study methodology with a sample of firms from the CDP Korea 2008 and 2009, this paper investigates market responses to firms' voluntary carbon information disclosure. The results suggest that the market is likely to respond negatively to firms' carbon disclosure, implying that investors tend to perceive carbon disclosure as bad news and thus are concerned about potential costs facing firms for addressing global warming. In addition, the study examines the moderating effect of frequent carbon communication on the relationship between carbon disclosure and shareholder value. The results suggest that a firm can mitigate negative market shocks from its carbon disclosure by releasing its carbon news periodically through the media in advance of its carbon disclosure.

  Link(s) to publication:

  http://dx.doi.org/10.1002/csr.1321

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