Aleda Roth

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Aleda Roth is the Burlington Industries Distinguished Chair in Supply Chain Management at Clemson University's College of Business. She is an internationally recognized empirical scholar and thought leader in manufacturing and service operations strategy. Her research is motivated by and examines theoretical and practical explanations of how firms can best deploy their operations, global supply chains, and technology strategies for competitive advantage, sustainability, and public well-being. Roth is among the most influential authors in her respective areas of expertise, according to an analysis of the most frequently cited author/researchers within the business management discipline. Year in and out, she is ranked among the highest of her peers in research worldwide. Roth has received more than 100 research and teaching awards since receiving her doctorate in 1986. In more than 200 publications (110 in refereed journals), according to a study reported in Decision Sciences, her work ranks No. 2 as a leading author globally among all papers published in the four premier journals in her field (Production and Operations Management, Manufacturing

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Why Should Marketing and Manufacturing Work Together? Some Exploratory Empirical

Research Papers, 2001

This paper presents an exploratory investigation of the manufacturing/marketing (hereafter M/M) i... more This paper presents an exploratory investigation of the manufacturing/marketing (hereafter M/M) interface. Drawing on the literature and prior empirical work in M/M strategies, we propose a path model for assessing the mediating impact of the M/M interface harmony-the functions' ability to work together-on M/M morale and business performance. Using two convenience samples of executives, we empirically test the direct and indirect influence of predisposing factors (antecedents) and performance outcomes (consequences) that are expected theoretically to influence or be influenced by M/M interface harmony. We find that 11 of the 13 hypothesized direct effects are significant at the 0.012 level or below; and attesting to the mediating influence of the M/M ability to work together, 11 of the 12 indirect effects were significant at the 0.02 level or below. Increasing the emphasis on the importance of marketing or manufacturing, or both, improves the ability of both functions to work harmoniously, which in turn impacts M/M morale. Interfunctional harmony appears to have a stronger influence on each function's morale than the importance attached to that function, ceteris paribus. Contrary to conventional wisdom, the study provides insight on the distinctive roles whereby marketing and manufacturing functions influence performance. Marketing acts to improve competitive position and profitability through the mediating influence of M/M interface harmony and improved marketing morale. However, manufacturing morale was not shown to be a significant factor impacting performance. Rather, emphasis on manufacturing impacts competitive position directly, as indicated by the resource-based view of manufacturing strategy. This exploratory study provides new empirical evidence that the M/M interface harmony, as expressed by the functions' ability to work together, matters significantly to business outcomes directly and indirectly.

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Nursepower: What Do Statistics Reveal about the Nation's Nurses?

American Journal of Nursing, Oct 1, 1979

Pioneering role of the Production and Operations Management in promoting empirical research in operations management

Production and Operations Management

Service strategy and the Technological Revolution: The 7 Myths of E-Services

POM facing the new millenium: evaluating the past, leading with the present and planning the future of operations : selected papers from the First World Conference on Production and Operations Management, POM Sevilla 2000, 2000, ISBN 84-8009-102-9, págs. 159-168, 2000

Testing Competitive Progression Theory in Hi-Tech Manufacturing

New Service Development in Retail Banking: Construct Development and Measurement Validation

Closing the competitive gaps: The international report of the Manufacturing Futures Project

A Taxonomy of Retail Banks' Delivery System Strategies

This paper presents the results of an empirical study of delivery patterns for typical banking pr... more This paper presents the results of an empirical study of delivery patterns for typical banking products. The study is based on a national sample survey of 117 United States retail banks. The paper uses clustering techniques to identify general "strategic groups" of retail banks. Each group is characterized by a distinctive type of service delivery system design strategy. Note: Paper presented to the 1988 National Academy of Management Meeting, Anaheim, CA., August 7-10. 1 Professor of Production, Technology and Operations Management, IESE 2 Professor, Boston University

The effect of service improvisation competence on hotel performance

International Journal of Operations & Production Management, 2020

PurposeThe development of a service improvisation competence (Serv-IC), operationally defined as ... more PurposeThe development of a service improvisation competence (Serv-IC), operationally defined as “the systemic ability of a service firm’s employees to deviate from established service delivery processes and routines to respond in a timely manner to unforeseen events using available resources” (Secchi et al., 2019, p. 1329), has been proposed as an effective way to accommodate customer variability while increasing the quality of the service experience. However, empirical evidence of its impact on service performance is scant. This paper tests the effect of Serv-IC on performance in the hospitality industry.Design/methodology/approachThis paper develops a conceptual typology of service delivery systems (hereafter service typology is used interchangeably) in the hotel industry based on the experiential content of the service and the amount of standardization of service delivery routines. Then, using a survey of hotel managers, the effect of Serv-IC on hotel performance is estimated wi...

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Global Supply Chains, Product Recalls, and Corporate Social Responsibility

Academy of Management Proceedings, 2019

Service operations: what have we learned?

Journal of Service Management, 2018

Purpose The purpose of this paper is to identify research themes in service operations that have ... more Purpose The purpose of this paper is to identify research themes in service operations that have great potential for exciting and innovative conceptual and empirical work. To frame these research themes, the paper provides a systematic literature review of operations articles published in the Journal of Service Management (JOSM). The thorough review of published work in JOSM and proposed research themes are presented in hopes that they will inspire impactful research on service operations. These themes are further developed in a companion paper, “Service operations: what’s next?” (Field et al., 2018). Design/methodology/approach The JOSM Service Operations Expert Research Panel conducted a Delphi study to generate research themes where leading-edge research on service operations is being done or has yet to be done. Nearly 700 articles published in JOSM from its inception through 2016 were reviewed and classified by discipline focus. The subset of service operations articles was then...

Contract Manufacturing and Quality Risk: Theory and Empirical Evidence

SSRN Electronic Journal, 2016

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Towards a Theory of Service Improvisation Competence: Evidence from the Hospitality Industry

Quality Risk in Offshore Manufacturing: An Explanation and Empirical Test

Academy of Management Proceedings, 2009

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Unraveling the Global Food Supply Chain: Strategic Lessons from China and the Pet Food Recalls

A Critical Evaluation of the New Service Development Process: Integrating Service Innovation and Service Design

New Service Development: Creating Memorable Experiences

Page 19. CHAPTER 1 A Critical Evaluation of the New Service Development Process Integrating Servi... more

The Influence of ISO 9000 Certification on Process Compliance

Production and Operations Management, 2014

This article examines the influence of ISO 9000 certification on plant‐level process compliance, ... more This article examines the influence of ISO 9000 certification on plant‐level process compliance, which arguably is its first‐order, targeted performance dimension. The empirical setting is the medical device manufacturing industry. Process compliance is measured through Food and Drug Administration inspections of manufacturing plants. We control for several observable factors that possibly affect process compliance by matching certified plants with non‐certified plants. Using longitudinal data, we find plants that obtained certification in the earlier diffusion period (early‐certified plants) tend to have significantly better process compliance than a matched, non‐certified control group of plants. The compliance difference between early‐certified plants and their matched control group is greater than the compliance difference between late‐certified plants and their matched control group. We also find deterioration in process compliance over time after certification. Because we capt...

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The Right Path to SCM-CRM Integration

Handbook of Research on Enterprise Systems

Growing competitive pressures and escalating customer demands have led businesses to sophisticate... more Growing competitive pressures and escalating customer demands have led businesses to sophisticated information technology to manage costs and enhance revenues. Two popular initiatives are supply chain management (SCM) and customer relationship management (CRM). SCM focuses on optimizing the materials, information, services, and financial flows through a supply network. CRM focuses on marketing, sales, and customer service, and aims to maximize the value of customer relationships. Furthermore, the real potential lies in the integration of SCM and CRM. Disconnected implementations can result in IT “silos” with redundancies in hardware, software and staff, breaks in the information chain, and disappointing performance. There are different paths to integration. The right path depends on the organization’s relative maturity on 6 key factors: 1) interconnectivity, 2) interoperability of systems’ functionality, 3) information integrity, 4) interorganizational competence, 5) intellectual ca...

Manufacturing Strategy, Manufacturing Strength, Managerial Success, and Economic Outcomes

Manufacturing Strategy, 1990

Using a manufacturing strategy framework, this paper has empirically addressed the issue of manuf... more Using a manufacturing strategy framework, this paper has empirically addressed the issue of manufacturing and managerial success and business unit performance. Managerial winners display heightened manufacturing strength on a number of performance criteria simultaneously, including proxy variables for delivery, flexibility, price, and market scope. Operational definitions of manufacturing strategy contents were determined, comprising seven important strategy domains. Five of the manufacturing strategy content areas increase the predicitive power in classifying manufacturing performers over their total strategic capabilities. Our exploratory analysis suggests that manufacturing “superstars,” are simultaneoulsy placing more emphasis on advanced manufacturing technology, resource improvements, and quality programs. On the other hand, the current manufacturing “weaklings” are expending more effort on restructuring and integrating information and ystems with most likely the hope of radical improvements in the future.

Outsourcing to a Powerful Contract Manufacturer: The Effect of Learning‐by‐Doing

Production and Operations Management, 2009

The contract manufacturing industry has grown rapidly in recent years as firms have increasingly ... more The contract manufacturing industry has grown rapidly in recent years as firms have increasingly outsourced production to reduce costs. This growth has created powerful contract manufacturers (CMs) in several industries. Achieving a competitive cost position is often a primary motive for outsourcing. Outsourcing influences both the original equipment manufacturer's (OEM) and the CM's production levels, and, therefore, through learning‐by‐doing renders future costs dependent on past outsourcing decisions. As such, outsourcing should not be viewed as a static decision that, once made, is not revisited. We address these considerations by analyzing a two‐period game between an OEM and a powerful CM wherein both firms can reduce their production costs through learning‐by‐doing. We find that partial outsourcing, wherein the OEM simultaneously outsources and produces in‐house, can be an optimal strategy. Also, we find that the OEM's outsourcing strategy may be dynamic—i.e., cha...

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