Kim van Oorschot

International Journal of Innovation and Technology Management (IJITM) 19(3) Doi: https://doi.org/10.1142/S0219877022400041

Increasingly, the development of today’s “smart” products requires the integration of both software and hardware in embedded systems. To develop these, hardware firms typically enlist the expertise of software development firms to offer integrated solutions. While hardware firms often work according to a plan-driven approach, software development firms draw on Agile development methods. Interestingly, empirically little is known about the implications and consequences of working according to contrasting development methods in a collaborative project. In response to this research gap, we conducted a process study of a collaborative development project involving a software firm and a hardware firm, within which the two firms worked according to contrasting development methods. We found that the software firm was gradually compelled to forgo its Agile method, creating a role conflict in terms of its way of working. As such, our results contribute to the literature on Agile–Stage-Gate hybrids by demonstrating how, in collaborative embedded systems development, hybridization of development methods may cause projects to fail. Our main practical implication entails the introduction of the “sequential Agile approach.”

Production and operations management Doi: https://doi.org/10.1111/poms.13709

Testing for COVID-19 is a key intervention that supports tracking and isolation to prevent further infections. However, diagnostic tests are a scarce and finite resource, so abundance in one country can quickly lead to shortages in others, creating a competitive landscape. Countries experience peaks in infections at different times, meaning that the need for diagnostic tests also peaks at different moments. This phase lag implies opportunities for a more collaborative approach, although countries might also worry about the risks of future shortages if they help others by reallocating their excess inventory of diagnostic tests. This article features a simulation model that connects three subsystems: COVID-19 transmission, the diagnostic test supply chain, and public policy interventions aimed at flattening the infection curve. This integrated system approach clarifies that, for public policies, there is a time to be risk-averse and a time for risk-taking, reflecting the different phases of the pandemic (contagion vs. recovery) and the dominant dynamic behavior that occurs in these phases (reinforcing vs. balancing). In the contagion phase, policymakers cannot afford to reject extra diagnostic tests and should take what they can get, in line with a competitive mindset. In the recovery phase, policymakers can afford to give away excess inventory to other countries in need (one-sided collaboration). When a country switches between taking and giving, in a form of two-sided collaboration, it can flatten the curve, not only for itself but also for others.

Global Strategy Journal 13(3) s. 673-699 Doi: https://doi.org/10.1002/gsj.1454

This article applies a mixed-method approach to explore the complexities of post-mergers and acquisitions (M&A) integration processes. Extant literature provides significant insights regarding the impact of task and human integration and their influence on post-integration processes. However, the literature often fails to differentiate between subelements of these two dimensions. This article investigates task and human integration in a cross-border M&A aimed at efficiency and innovativeness. We highlight the importance of a clear distinction between two subelements of task integration (product harmonization and structural integration) and show that different interorganizational contexts matter. Consequently, we propose a conceptual framework based on two contextual characteristics—source of synergy and choice of location—suggesting that different integration approaches should be applied simultaneously in different contexts of the same post-M&A organization.

International Journal of Operations & Production Management Doi: https://doi.org/10.1108/IJOPM-03-2021-0211

Purpose Due to the complexity of digital services, companies are increasingly forced to offer their services “in permanent beta”, requiring continuous fine-tuning and updating. Complexity makes it extremely difficult to predict when and where the next service disruption will occur. The authors examine what this means for performance measurement in digital service supply chains. Design/methodology/approach The authors use a mixed-method research design that combines a longitudinal case study of a European digital TV service provider and a system dynamics simulation analysis of that service provider's digital service supply chain. Findings With increased levels of complexity, traditional performance measurement methods, focused on detection of software bugs before release, become fragile or futile. The authors find that monitoring the performance of the service after release, with fast mitigation when service incidents are discovered, appears to be superior. This involves organizational change when traditional methods, like quality assurance, become less important. Research limitations/implications The performance of digital services needs to be monitored by combining automated data collection about the status of the service with data interpretation using human expertise. Investing in human expertise is equally important as investing in automated processes. Originality/value The authors draw on unique empirical data collected from a digital service provider's struggle with performance measurement of its service over a period of nine years. The authors use simulations to show the impact of complexity on staff allocation.

Decision Sciences 53(6) s. 969-984 Doi: https://doi.org/10.1111/deci.12583

The objective of this thought leadership article is to create a systems view of drug shortages based on the perceptions of practitioners and policymakers. We develop a comprehensive framework describing what stakeholders are currently doing when faced with drug shortages and show the outcomes of their actions. In a review of practitioner literature and public reports published from 2010 to 2020, we identify cause-and-effect relationships related to generic drug shortages in six high-income European countries (Belgium, France, the Netherlands, Norway, Sweden, and the UK) in normal times. By combining and connecting data from these different sources, we develop a systems view of the current state. Though several of the associations covered in the systems view are well known, putting them all together and considering their interrelationships is what is offered by this research. Based on this systems view, we derive three basic solution archetypes for drug shortages: (1) let the market handle it; (2) search for alternatives; and (3) bend the rules. The interactions between these archetypes generate causal ambiguity making it harder to understand and solve the problem as the side effects of solutions can be missed. We show how the interaction of archetypes can compromise intended behavior or escalate unintended behavior. However, our systems view allows us to suggest higher-level solution archetypes that overrule such side effects. The basic and higher-order solution archetypes can provide baselines for research and support the development of future interventions.

International Journal of Technology Management 85(1) s. 42-77 Doi: https://doi.org/10.1504/IJTM.2021.113693

This article presents a study of two projects focusing on the relationships of two Nordic clients with suppliers in low-cost countries. It explores the interplay between trust and control when offshoring information systems development projects. The key insight reveals that trust is not a substitute for control, no matter its level. The paper offers several contributions. First, we build a conceptual model for exploring the relationship between trust and control and the role of actual project performance. Second, the study reveals that trust supports a team's willingness to share knowledge, and control facilitates its ability to do so. Furthermore, our analysis shows that the impact of trust and control on project performance is better managed through the adjustment of project goals instead of adjusting the levels of trust and control. Finally, we contribute to theory through the development of a causal model of trust, control, actual performance, and project goals.

International Journal of Operations & Production Management 4(10) s. 1569-1578 Doi: https://doi.org/10.1108/IJOPM-03-2021-0175

Purpose –This “impact pathways”paper argues that operations and supply chain management (OSCM) could help address the worsening drug shortage problem in high-income countries. This significant societal problem poses difficult challenges to stakeholders given the complex and dynamic nature of drug supply chains. OSCM scholars are well positioned to provide answers, introducing new research directions for OSCM in the process. Design/methodology/approach –To substantiate this, the authors carried out a review of stakeholder reports from six European countries and the academic literature. Findings–There is little academic research and no fundamental agreement among stakeholders about causes of shortages. Stakeholders have suggested many government measures, but little evidence exists on their comparative cost-effectiveness. Originality/value –The authors discuss three pathways of impactful research on drug shortages to which OSCM could contribute: (1) Developing an evidence-based system view of drug shortages; (2) Studying the comparative cost-effectiveness of key government interventions; (3) Bringing supply chain risk management into the government and economics perspectives and vice versa. Our study provides a baseline for future COVID-19-related research on this topic

Journal of International Doctoral Research 8(1) s. 178-204

Commitment to goals can escalate to such an extent that it encourages deviant behaviour even after detection of a crime. A case study illustrates how detection of environmental crime in one country led to environmental crime in another country. The Probo Koala tanker ship was to deliver another shipment of coker gasoline waste to the Ivory Coast, and her sister ship, Probo Emu, both owned by Trafigura, was preparing for the same journey. Trouble started when the illegal waste shipment was detected. Trafigura management quickly found an alternative destination for the waste, where an explosion harming local citizens occurred. The case of redirecting the tanker ship to Norway is studied as a dark project by application of convenience theory, which suggests that offenders have financial motives, organizational opportunities, as well as willingness for deviant behavior caused by escalating commitment to illegal behavior to reach goals such as getting rid of the hazardous waste.

Proceedings of the 2021 Winter Simulation Conference Doi: https://doi.org/10.1109/WSC52266.2021.9715466

The objective of the proposed hybrid simulation modeling framework is to improve the understanding and operation of medicine supply chains, to strengthen their resilience to ensure the availability of medicines. The framework draws upon hybrid simulation, supply chain resilience and medicine supply chain literature. The utility of the proposed framework is presented through the development of a case model of a generic (off-patent) case medicine in the Norwegian system to perform scenario-based experiments on disruption events and interventions. Two disruption scenarios are evaluated a demand shock e.g., hoarding, and a supply shock, e.g., a major disruption at a key supplier. The effect of these disruptions on the system without interventions is compared with proactive and reactive interventions, namely prepositioned stock, and flexible ordering. Future directions for framework development have been identified.

Project Management Journal 51(6) s. 633-655 Doi: https://doi.org/10.1177/8756972820928695

In concurrent engineering projects driven by short delivery times, team performance rests on the team’s capability to quickly and effectively handle different, emergent issues. We conducted an exploratory study of a large, dynamically complex project in which team members had a record of “good problem-solving abilities.” The study revealed how the team members demonstrated a collective ability to swiftly handle emergent issues, which again decreased the intensity of time and performance pressure. Beyond formal processes combined with lean practices, supporting this ability were situation awareness, task-based subgroups, direct lines of communication, and trust.

Proceedings of the Annual Hawaii International Conference on System Sciences (HICSS) Doi: https://doi.org/10.24251/hicss.2018.137

International Journal of Technology Management 78(4) s. 310-342 Doi: https://doi.org/10.1504/IJTM.2018.095760

Western multinational corporations (MNCs) that want market access in China have to share knowledge with Chinese partners. This may expose them to imitation, so MNCs prefer to protect knowledge resulting in a strategic paradox: MNCs have to both share and protect knowledge. To analyse this paradox, we developed a theoretical conceptual model capturing the tensions and feedback cycles of this paradox. Next, based on data from the shipbuilding industry, a system dynamics model was developed to simulate the long-term effects of sharing and protecting strategies. The results indicate that protection is detrimental to long-term success, because it undercuts the trust of the Chinese supplier and irreparably reduces innovation rates. Knowledge protection thus reduces instead of increases the ability to share (new) knowledge in the future. A sharing strategy increases imitation, but also trust and knowledge sharing by the Chinese partner, such that it enhances the MNC's innovation rate and long-term performance.

System Dynamics - Soft and Hard Operational Research s. 107-132

Project Management Journal 49(6) s. 78-102 Doi: https://doi.org/10.1177/8756972818802714

Journal of Integrated Care 26(4) s. 328-341 Doi: https://doi.org/10.1108/JICA-02-2018-0018

Cambridge Handbook of Organizational Project Management s. 357-369 Doi: https://doi.org/10.1017/9781316662243.030

Industrial and Corporate Change 26(6) s. 1145-1160 Doi: https://doi.org/10.1093/icc/dtx015

Managerial attention to exploitation and exploration has a strong influence on organizational performance. However, there is hardly any knowledge about whether senior managers need to adjust their distribution of attention to exploitation and exploration in response to major changes in demand patterns in their industry. Drawing on the analysis of a panel data set of 86 firms in the information technology industry exposed to an economic recession and recovery, we find that successfully navigating an economic downturn demands more managerial attention to exploration, while leveraging the subsequent upswing requires more attention to exploitation. As such, this study contributes to the literature by providing a dynamic perspective on ambidexterity: that is, senior managers need to redistribute their attention to exploration and exploitation to effectively meet the changing environmental demands over time.

Journal of Product Innovation Management 35(2) s. 164-183 Doi: https://doi.org/10.1111/jpim.12383

Stage‐wise timing of new product development (NPD) activities is advantageous for a project's performance. The literature does not, however, specify whether this implies setting and adhering to a fixed schedule of gate meetings from the start of the project or allowing flexibility to adjust the schedule throughout the NPD process. In the initial project plan, managers and/or development teams often underrate the time required to complete the project because of task underestimation. Although the level of task underestimation (i.e., the unknown) is not identifiable at the start of the project, our study argues that project managers and/or teams can manage the unknown by measuring three project conditions (i.e., the knowns) during front‐end execution, and use their values to select the best gate timing strategy. These project conditions entail: (i) the number of unexpected tasks discovered during the front‐end, (ii) the willingness of customers to postpone their purchase in case the execution of these unexpected tasks would lead to a delayed market launch, and (iii) the number of unexpected tasks discovered just before the front‐end gate. Together these conditions determine whether a more fixed or more flexible gate timing strategy is most appropriate to use. The findings of a system dynamics simulation corroborate the supposition that the interplay between the three project conditions measured during front‐end execution determines which of four gate timing strategies with different levels of flexibility (i.e., one fixed, one flexible, and two hybrid forms) maximizes new product profitability. This finding has important implications for both theory and practice as we now comprehend that the knowns can be used to manage the unknown.

The European Business Review s. 7-11

Project Management Journal 47(2) s. 79-102 Doi: https://doi.org/10.1002/pmj.21585

Project Management Journal 46(3) s. 49-60 Doi: https://doi.org/10.1002/pmj.21501

R&D Management 45(5) s. 458-473 Doi: https://doi.org/10.1111/radm.12094

Academy of Management Annual Meeting Proceedings 2014(1) Doi: https://doi.org/10.5465/ambpp.2014.17228abstract

System Dynamics Review 30(1-2) s. 58-74 Doi: https://doi.org/10.1002/sdr.1517

Production and operations management 22(6) s. 1336-1355 Doi: https://doi.org/10.1111/j.1937-5956.2012.01331.x

BI Magasinet s. 7-7

Novel Approaches to Organizational Project Management Research: Translational and Transformational s. 220-236

Academy of Management Journal 56(1) s. 285-307 Doi: https://doi.org/10.5465/amj.2010.0742

BI Leadership Magazine s. 22|-23

Journal of Product Innovation Management 30(6) s. 1145-1158 Doi: https://doi.org/10.1111/jpim.12051

BI Advantage s. 9-9

BI Leadership Magazine s. 24-25

Journal of Product Innovation Management 28(6) s. 848-867 Doi: https://doi.org/10.1111/j.1540-5885.2011.00846.x

BI Leadership Magazine 1(1) s. 22-23

Supply chain coordination under uncertainty s. 563-598 Doi: https://doi.org/10.1007/978-3-642-19257-9_23