Strategic and operational remanufacturing mental models

Remanufactured products: A systematic review from the consumer perspective

Remanufactured products (RPs) have received more attention from consumers, academics, and practitioners in recent years. The current study presents a comprehensive systematic review of the literature on consumer behavior toward RPs while adopting the theory, context, characteristics, and methodology (TCCM) framework. We followed the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) protocol. In total, retrieved from Web of Science, Scopus, and ScienceDirect, we reached and analyzed 53 articles that directly address the purchase behavior of RPs. Studies mostly considered electronic RPs and used the theory of planned behavior to explain consumers' intention to purchase RPs. Moreover, the reviewed studies are primarily quantitative. Our review categorized the characteristics of the articles, such as consumer-related constructs, marketing mix-related constructs, and external environment-related constructs. Finally, we offer directions for future research based on the components of the TCCM framework to contribute to the development of the field.

Measurement and performance impact of team mental models on process performance

Efficient business process execution is an essential part of an organisation’s success. It depends on good dynamic decision making of process actors that is guided by their mental models of business processes (MMBP). The study investigates the effect of MMBPs on process performance at two levels. At the level of individuals, the impact of MMBP accuracy on performance is analyzed, and at the level of a team, the effect of similarity of MMBPs of all team on performance is researched. At both levels, MMBPs are differentiated in a narrow part that focuses on the mental representations of process steps that precede or follow on the one conducted by the actor and a holistic model that captures the process as a whole. We use laboratory observations with 159 participants in 10 teams from a real effort loan processing role play. We obtain individual MMBP accuracy measures by using a process knowledge test and measure the process performance of teams with the outcome of the role play. Our study contributes in three ways to existing research. First, the measurement approach of individual MMBP accuracy and similarity is extended to the level of teams. Second, the study shows that the accuracy of both narrow and holistic MMBPs as well as similarity of holistic MMBPs positively impact team process performance. Third, by using an observable team process performance measures from a real-effort task, we increase the validity of our findings compared to other research relying on self-assessed performance measures.

Remanufacturing Strategy Choice of a Closed-Loop Supply Chain Network Considering Carbon Emission Trading, Green Innovation, and Green Consumers

Due to increasingly serious environmental pollution problems and governments’ strengthening of environmental impact supervision, manufacturing companies are seeking green production methods, implementing carbon trading systems, and promoting the trend towards green remanufacturing. Thus, this paper introduces green factors to the existing closed-loop supply chain network models and studies the impact of carbon trading, green innovation efforts, and green consumers on the choice between two remanufacturing strategies: an in-house remanufacturing strategy and an authorized remanufacturing strategy. The results concerning the choice of the remanufacturing strategy are as follows: from the perspective of obtaining more profits, when the carbon trading price is low, the companies choose the authorized remanufacturing strategy; when the carbon trading price is high, the companies choose to remanufacture by themselves. For all the green innovation efforts and the proportions of green consumers, when the recovery rate of the used product is low, the companies choose to remanufacture by themselves; when the recovery rate of the used product is high, the companies choose the authorized remanufacturing strategy.

How managers' cognitive frames affect the use of process improvement approaches in new product development

Purpose

Despite the numerous implementations of process improvement approaches (PIAs) in new product development (NPD), the espoused benefits of PIAs are rarely realized in practice. This paper explores how managers' cognitive frames provide knowledge structures that affect the use of PIAs in the development of new products.

Design/methodology/approach

A qualitative multiple case study method was used to elaborate theory in relation to the use of PIAs in NPD. Four large multinational companies were selected. Interviews with informants from different functional specialisms were conducted, and internal and online documents were collected and analyzed.

Findings

Two main findings emerge. First, the authors identify three types of managers' cognitive frames: conflicting, paradoxical, and supporting. Second, these cognitive frames are found to influence managers' decisions over whether to promote, adapt or prevent the implementation of PIAs, sometimes in contrast with the managers' organization’s strategic intent.

Practical implications

This paper generates insights into the importance of managerial decision-making in determining the scope and depth of implementation of PIAs in NPD.

Originality/value

This study helps explain conflicting findings in the literature regarding the implementation and effects of PIAs in NPD by identifying managers' cognitive frames as a key factor. Moreover, the paper highlights managers' roles in shaping an organization's approach for managing contradictory goals and shows how an organizational frame may conflict and sometimes be displaced by individual managers' cognitive frames.