Quick Response Implementation Research Articles

Identifying key beliefs underlying QR code check-in and compliance behaviours in the COVID-19 pandemic.

The implementation of quick response (QR) code check-in compliance behaviour during the COVID-19 pandemic featured in infection control strategies in several global jurisdictions, but was of particular interest in the Australian context, where it became mandated on a nationwide scale. We aimed to identify the salient beliefs people hold toward complying with the QR code check-in using a Theory of Planned Behaviour belief-based framework. An elicitation study using open-ended questions (Queensland; N = 93, Mage = 4.77 years, SD = 13.62 and Victoria; N = 76, Mage = 44.92 years, SD = 11.63) and a prospective correlational study using a two-wave online survey (Queensland; N = 290, Mage = 38.99, 46.6% female and Victoria; N = 290, Mage = 38.27, 53.4% female) were conducted. Qualitative data were coded through an iterative content analysis, while quantitative data were analysed using linear multiple regression. Behavioural, normative and control beliefs were associated with intention and behaviour in both samples. Variation in beliefs across the states also were observed. Across both samples, beliefs in positive outcomes consistently exhibited stronger associations with both intention and behaviour than the reported negative outcomes. Distinct differences emerged between the two samples in terms of regression effects. SO WHAT?: Results indicate individual experience may affect the beliefs which guide behaviour, supporting the potential efficacy of health promotion campaigns tapping into context specific beliefs and experiences if QR code check-in is to be implemented as an infection control measure in future.

Exploring the Motivation of Pupils towards the Implementation of QR Codes in Pronunciation Learning

The implementation of Quick Response (QR) codes in education has become increasingly popular. Previous studies proved that it can increase the motivation of pupils in learning. Hence, this research investigates the difference of pupils’ motivation levels in learning pronunciation after the implementation of QR codes. We examine the motivation of pupils in terms of four aspects: interest, competence, perceived choice and sense of belonging. Accordingly, we propose a QR code model, which is linked to Google Forms that contain audio recordings for pronunciation practice. With the proposed QR code activity, the pupils can record their versions of audio recordings of pronunciation and submit to their teacher for feedback. The participants are 90 year 4 pupils from a sub-urban Chinese primary school in Johor. We employ a pre-experimental research design in this research. We collect our data by using 2 research instruments: survey questionnaires and observation checklist. We administer the survey questionnaires before and after the implementation of QR codes to find out the changes in the motivation of pupils. We also utilise an observation checklist to examine the attitude of the participants during the implementation of QR codes in pronunciation learning. The findings of this research reveal a significant change in the pupils’ motivation towards the implementation of QR codes in pronunciation learning. Specifically, we find an increment of motivation in learning pronunciation as the pupils show interests in learning.
 
 Received: 6 October 2020 / Accepted: 12 December 2020 / Published: 17 January 2021

Stochastic production capacity: A bane or a boon for quick response supply chains?

AbstractThe quick response (QR) system that can cope with demand volatility by shortening lead time has been well studied in the literature. Much of the existing literature assumes implicitly or explicitly that the manufacturers under QR can always meet the demand because the production capacity is always sufficient. However, when the order comes with a short lead time under QR, availability of the manufacturer's production capacity is not guaranteed. This motivates us to explore QR in supply chains with stochastic production capacity. Specifically, we study QR in a two‐echelon supply chain with Bayesian demand information updating. We consider the situation where the manufacturer's production capacity under QR is uncertain. We first explore how stochastic production capacity affects supply chain decisions and QR implementation. We then incorporate the manufacturer's ability to expand capacity into the model. We explore how the manufacturer determines the optimal capacity expansion decision, and the value of such an ability to the supply chain and its agents. Finally, we extend the model to the two‐stage two‐ordering case and derive the optimal ordering policy by dynamic programming. We compare the single‐ordering and two‐ordering cases to generate additional managerial insights about how ordering flexibility affects QR when production capacity is stochastic. We also explore the transparent supply chain and find that our main results still hold.

Stochastic Production Capacity: A Bane or a Boon for Quick Response Supply Chains?

The quick response (QR) system that can cope with demand volatility by shortening lead time has been well studied in the literature. Much of the existing literature assumes implicitly or explicitly that the manufacturers under QR can always meet the demand because the production capacity is always sufficient. However, when the order comes with a short lead time under QR, availability of the manufacturer's production capacity is not guaranteed. This motivates us to explore QR in supply chains with stochastic production capacity. Specifically, we study QR in a two-echelon supply chain with Bayesian demand information updating. We consider the situation where the manufacturer's production capacity under QR is uncertain. We first explore how stochastic capacity affects supply chain decisions and QR implementation. We then incorporate the manufacturer's ability to expand capacity into the model. We explore how the manufacturer determines the optimal capacity expansion decision, and the value of such an ability to the supply chain and its agents. Furthermore, we study the case where the retailer works with the manufacturer to expand capacity by the revenue and cost sharing contract, and characterize the conditions under which Pareto optimality and coordination can be achieved. Finally, we extend the model to the two-stage two-ordering case and derive the optimal ordering policy by dynamic programming. We compare the single-ordering and two-ordering cases to generate additional managerial insights about how ordering flexibility affects QR when production capacity is stochastic.

Quick Response Codes in University Libraries: User Expectations for Fast Retrieval of Information at the University of Delhi

The study engages the survey approach to examine the user expectations at the University of Delhi. Through a structured questionnaire supplemented with a short interview, the data collected seek to understand the perceptions and expectations of the students for the implementation of quick response (QR) code in the Delhi University Library System (DULS). The findings of the study reveal that in the growing atmosphere of mobile devices in universities, it is time for libraries to make best use of QR code technology in their libraries by leveraging it in many library operations as discussed in this paper and later sensitise the patrons for its effective use in the retrieval of information. One more purpose of this study is to highlight the pros and cons of QR code technology in library settings. The findings of the study will certainly help the DULS, University of Delhi for effective use of QR codes for marketing its sources and services.

Information Security Challenge of QR Codes

The discipline of information security must adapt to new technologies and methods of interaction with those technologies. New technologies present both challenges and opportunities for the security professional, especially for areas such as digital forensics. Challenges can be in the form of new devices such as smartphones or new methods of sharing information, such as social networks. One such rapidly emerging interaction technology is the use of Quick Response (QR) codes. These offer a physical mechanism for quick access to Web sites for advertising and social interaction. This paper argues that the common implementation of QR codes potentially presents security issues that must be considered by professionals in the area. It analyzes potential privacy problems with QR codes and studies a range of devices as they may have implications for the processes and procedures used by Information Security professionals.

Apparel quick response systems: the manufacturer perspective

The textile manufacturing sectors of leading industrial nations are in decline. This paper explores supply chain management issues such as manufacturer awareness and implementation of quick response (QR) systems. Understanding of QR is explored in face-to-face interviews and order processing is examined. This exploratory study, which was administered in Scotland, reveals that information technology, although implemented in some areas, is not used to optimise performance in this sector. Results indicate that less than a third of the companies surveyed have implemented any QR systems, and that supply chain members have not fully understood the benefits of implementing QR strategy and see it as a strategy for retailers rather than an embedded supply chain strategy.

Supplier perceptions of quick response systems

PurposeThe purpose of this research is to explore supply chain management issues in the Scottish textile and clothing industry, such as company awareness of automatic replenishment (AR) systems, quick response implementation (QRI), and relationships within the supply chain.Design/methodology/approachFace‐to‐face interviews were undertaken with 33 Scottish suppliers.FindingsResults indicate that less than a third of the companies surveyed in Scotland had implemented AR/QRI systems and that many supply chain members had not fully understood the benefits of implementing information technology (IT) to support an AR/QRI strategy. They perceive it more as a strategy for retailers than as a virtual supply chain strategy.Research limitations/implicationsSince this study was limited to 33 Scottish suppliers, findings can only be used as a guide for further research into the area. The next stage of this research will be to gather more responses from UK and US suppliers of fashion garments, as well as to undertake in‐depth interviews with retail buyers in order to explore the criteria they now use for establishing supplier relationships.Practical implicationsThe paper identifies advantages which manufacturing management could achieve: namely to improve planning, reduce stockholdings, increase production and by improved communication become a preferred supplier.Originality/valueIn order to survive, Scottish suppliers have to sustain competitive advantage by ensuring that they have an efficient stock management system. For manufacturers of fashion goods, speed is a priority that incurs higher production and transportation costs that can be offset against fewer mark‐downs and higher gross margins. Thus, QRI is a must for multiple fashion retailers selling “own brand” merchandise, to provide them with competitive differentiation in the high fashion end of the market. This means that suppliers need to build relationships with these retailers and implement QR systems to stay in business.

The impact of vendor incentives on Quick Response

Quick Response (QR) is an important business strategy that was initiated in the mid 1980s to deal with competition, slow growth, and reduced margins in the apparel industry. The purpose of this paper was to explore QR strategies focusing on the development of vendor partnerships. A vendor partnership model of QR implementation and channel relationships was developed using an exploratory sample of US retail firms. The model was tested using correlation analysis. Major findings indicated that these firms gave vendors incentives to adopt QR and that firms having more advanced QR programmes perceived fewer problems than those with less advanced programmes. A partial relationship was found between QR and improved financial performance. Finally, the length of time firms had been practicing QR did not guarantee a more advanced QR programme.

Implementation of technology and relationships to supply chain performance: apparel manufacturers' perspectives

Apparel manufacturers operate within a distribution channel with suppliers, retailers and consumers. In a competitive market, apparel manufacturers, in transactions with retailers, must make changes. These changes have potential to affect the supply chain and consequently to add or reduce value of products for the retailer. This study investigated changes in products and services associated with implementation of new technologies. A two-stage design used both a qualitative study and a quantitative study. The qualitative study with 10 industry personnel was used to develop the change variable. The quantitative study had US apparel manufacturers (n = 105) respond to a mailed survey about changes their firms had experienced. Findings indicated that implementation of Quick Response (QR) technologies when moderated by the demographics of fashion level, seasonality, and price point of the product did correspond with changes in product offerings and customer services.

The impact of vendor incentives on Quick Response

Quick Response (QR) is an important business strategy that was initiated in the mid 1980s to deal with competition, slow growth, and reduced margins in the apparel industry. The purpose of this paper was to explore QR strategies focusing on the development of vendor partnerships. A vendor partnership model of QR implementation and channel relationships was developed using an exploratory sample of US retail firms. The model was tested using correlation analysis. Major findings indicated that these firms gave vendors incentives to adopt QR and that firms having more advanced QR programmes perceived fewer problems than those with less advanced programmes. A partial relationship was found between QR and improved financial performance. Finally, the length of time firms had been practicing QR did not guarantee a more advanced QR programme.

Quick Response Management System for the Apparel Industry: Definition through Technologies

The competitive manufacturing environment has caused manufacturers to seek new and more effective strategies. Quick Response (QR) is one system being adopted by U.S. apparel manufacturers. Trade literature addresses a number of performance issues about QR and provides broad definitions, but limited information exists in refereed journals to define or delineate the QR management system and associated technologies. The study was done in two parts: (1) trade literature review and case study interviews and (2) empirical research with apparel manufacturers. Implementation of QR was most closely related to the technologies associated with partnerships between apparel manufacturers and retailers. This-study provides a quantified operational definition of the QR management system and a homogeneous basis of information for understanding of the QR system, useful for research and management decision making. Clarity of definition can assist manufacturers in collecting information and evaluating decisions.

QUICK RESPONSE RETAILING IN CANADA AND THE NETHERLANDS

Evidence of the quick response (QR) impact on retail inventory levels is presented. QR involves technology‐driven, co‐operative retailer/supplier relationships. QR enabling technology includes: point‐of‐sale systems, uniform product/article codes, and electronic data interchange. Using statistical analysis of Canadian chain store inventory data, and a case study on the largest chain store operation in The Netherlands, this study finds that QR is bringing lower inventory levels to retailers. There are two main retail management implications of these findings. First, merchandisers can use QR techniques to reduce inventory levels – but only up to a point. Since stock stimulates sales, retailers should use item/stock‐keeping unit (SKU) level data to study optimal (which may not equal minimum) inventory levels. Second, to reap the full rewards of QR implementation, retailers must share the SKU data with suppliers, and work towards more co‐operative relationships.