Operations strategy Internal component 2

-by Debarghya Das(18021141033)

Sanjay Sijui(18021141098)
Kasturi Kawale(18021141058)

Topic: Choices affecting operations structure

What is Operations structure?
Manufacturing Operations Strategy
· Focus: Competitive Strategies
o Cost
o Flexibility
o Quality
o Delivery
· 4 Dimensions
o Levels of Operations
o Management Function
o Critical Resources
o Decision Focus
Product Decisions
· Process-Focused
o Wide range, customized products
o Low volumes
o Job shop
o Less complex/capital intense technologies needed
· Product- or Service-Focused Strategy
o Narrow range, standardized products
o High Volumes
o Similar routings through process
o Multiple lines/routings throughout factory
o Flow shop
· Customer Focus
o Understand customers wants, needs, and not needs
o Surveys, focus groups, open houses, hotlines, ratings,
etc….
*The distinction between batch and repetitive manufacturers
is subtle…many plants display attributes of both*
Operations Strategy Choices
· Structure decisions
o Organizational design: which and where organizations are
created in a company
o Capacity strategies
o Facilities strategy
o Technology
· Infrastructure decisions
o Organizations design: what and how relationships
between departments exist
o Workforce involvement
o Operations systems configuration
Product Range
· What NICHES does a product family serve??
Product Profiling
· Focuses the degree of fit between the deployment
choices of the firm and the current and expected
volumes/varieties of products in each market niche.
Product Service
· Stages
1. Birth of delivery system
2. Design/process technology selection
3. Design of delivery system
4. Start up of delivery system
5. Growth of volume
6. Stable state
7. Decline and renewal of the system
Product Life Cycle
1. Introduction
2. Growth: volume increase, variety decreases
3. Maturity: product variety is small and stable
4. Decline: New features and options, product
extensions, variety increases, volume reduced, price is key
competitive variable
*Batch production – higher volumes and smaller varieties
than job shops
*Repetitive production – very high volumes with limited
variety
Structural Decisions
· Made infrequently
· Made by top management
· Examples
o Organizational design
§ Simple
· Small
· Less than four levels
· Little formalization
· Low complexity
· Centralized authority
§ Functional
· Larger organizations
· Defined staff functions
· Requires functional specialists
· Less centralization
· Higher formality
§ Divisional
· Self-contained business units
· Different products or servies
· Differing level of process
· Different locations
· Decentralized authority
· Possibly redundant
§ Conglomerate
· Little dependency between groups within
· Receives resources from and returns revenue to the
conglomerate
· Independent groups
· Distribution of risk
· High complexity
§ Hybrid
· Integrated functional designs
· Duality of responsibility
· Decentralization
· Very low level of formality
· High complexity
o Capacity design
§ Lead strategy: added in anticipation of increased demand
§ Lag strategy: added only after demand increases are well
known
§ Tracking strategy: added in small increments to follow
demand patterns closely
§ Chase Method: maintains stable inventory levels while
varying production rate
§ Level Method: maintains stable production rate while
varying inventory levels
o Facilities strategy
§ Size
· Scope – number of items
· Scale – total annual volume
· *Vertical integration – average number of process
steps carried in facility
§ Location
§ Focus/layout
· Plant Focus… 3 forms:
1. Product focus: plant produces a single product line
2. Process focus: plant concentrates on single process
3. Order-winner focus: concentrates on providing output
exhibiting a certain order-winning feature
· Layout Types
o Fixed position: e.g. shipbuilding, construction, oil drilling
o Process/functional (job shop): e.g. machine shops,
hospitals, universities, supermarkets, mechanics…. JIT does
not like
o Product layout: workstations arranged in order in which
product is manufactured
o Cellular layout: C-shaped or U-shaped production lines
o Group Technology: indentifies the physical similarity of
parts and establishes their effective production
§ Number of facilities
o Technology
1) Focuses on the changing nature of retail competition
and the way it affects local consumer choice in the UK
grocery sector. Integrates relevant literature on the
economic aspects of competition with work on the
changing corporate geographies of retailers. Links
 vertical market power (relative to suppliers) and multiple
retailers’ ability to compete horizontally (relative to other
retailers) in a given trading locality, and argues that this
interaction has fundamentally altered the nature of
competition. The increase in retail power that has
resulted has served to redefine local consumer choice.
Smaller retailers are disadvantaged by this shift because
it has directly affected the store and product choices of
consumer groups depending on their relative mobility.
Argues for empirical work to ground and validate these
assertions.(Reference: Clarke, I. (2000), "Retail power,
competition and local consumer choice in the UK grocery
sector", European Journal of Marketing, Vol. 34 No. 8, pp. 975-
1002. https://doi.org/10.1108/03090560010331469)
2)The prevailing assumption in recent literature is that
strategic choice and environmental determinism
represent mutually exclusive, competing explanations of
organizational adaptation. The present paper, in
contrast, argues that choice and determinism are
independent variables that can be positioned on two
separate continua to develop a typology of
organizational adaptation. The interactions of these
variables result in four main types: (1) natural selection,
with minimum choice and adaptation or selection out, (2)
differentiation, with high choice and high environmental
determinism and adaptation within constraints, (3)
strategic choice, with maximum choice and adaptation
by design, and (4) undifferentiated choice, with
incremental choice and adaptation by chance. These
types influence the number and forms of strategic
options of organizations, the decisional emphasis on
means or ends, political behaviour and conflict, and the
search activities of the organization in its environment.
(Reference: Organizational Adaptation: Strategic Choice and Environmental
 Determinism Lawrence G. Hrebiniak and William F. Joyce Administrative Science
Quarterly
Vol. 30, No. 3 (Sep., 1985), pp. 336-349 (14 pages)
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of
Management, Cornell University)

3)With the expected increase in worldwide methanol

demand, particularly for methyl tertiary butyl ether (MTBE)
feedstock, there will be an increase in the number of new
plants and retrofits to existing plants. Several options are
available for overall plant design and synthesis-converter
design, each having its advantages and disadvantages. As
regards retrofits, there are a number of ways to increase
capacity. The problems of plant design, energy efficiency,
environmental impact, plant reliability, capital costs, reactor
design, such as quench-cooled converters, adiabatic bed
converters, tube-cooled converters and steam-raising
converters, are discussed. Grassroots comparisons are
made and retrofit options are considered. (Rederence: Anon,.
(1993). Methanol plant design choices affect operations, costs, other equipment. 91. 53-
57.)

4) The operations management literature has reached a stage

of maturity in addressing operations area decisions. However,
few studies have analysed these decisions in service
companies, especially in the hotel sector. The aim of this
study is to analyse the operations strategy, taking into
consideration the main structural and infrastructural decisions
in the operations area and their relationships with
organizational performance. To this end, it examines a set of
policies and practices in a representative sample of hotels in
the Canary Islands, one of Europe’s leading tourist
destinations. Furthermore, the study analyses which
operations area decisions influence the competitive
advantage the most and how they do so. Results reveal a
greater influence on non-financial performance than on
financial performance, and that decisions related to
technology, facilities, organization, operations planning and
the development of new services can lead to better overall
performance. This study will enable managers to identify
which operations should be emphasized in order to increase
organizational performance.(Reference: Tomás F Espino-Rodríguez,
University of Las Palmas de Gran Canaria, Edificio departamental de ciencias Económicas y
empresariales, modulo C. 2. 08, Las Palmas 35017, Spain. Email: tespino@dede.ulpgc.es)

5) To provide a summary of factors contributing toward the

movement toward decentralized workplaces; this will largely be
driven by the need to principles of business continuity, as well as
the increasing ubiquity of broadband.(Reference: Gill, T. (2006),
"Workplace continuity: how risk and technology will affect facilities
strategy", Journal of Facilities Management, Vol. 4 No. 2, pp. 110-
125. https://doi.org/10.1108/14725960610651205)
6) In this article, we investigate whether environmental capabilities
influence firms' corporate strategies, a topic that has received little
attention to date. We hypothesize that firms are more likely to
acquire facilities when ownership facilitates the transfer of
capabilities either to or from the facility. Using a panel from the
U.S. government's Toxics Release Inventory Program, we find
firms with superior environmental capabilities are significantly
more likely to acquire physically proximate facilities with inferior
environmental capabilities and vice versa. Our results extend
theories of both corporate and environmental strategy. Copyright ©
2012 John Wiley & Sons, Ltd.(Reference: Milad Abdelnabi Salem,
Structural equation modelling of the impact of environmental
capabilities on competitiveness, International Journal of
Productivity and Performance Management, 10.1108/IJPPM-11-
2016-0259, 68, 1, (127-147), (2019))
7) In the late 1980s, Ault Foods Limited initiated a study of its fluid
division's facilities in Ontario to see if changing its existing facility
network would improve financial performance without sacrificing
customer service. Ault relied on a cross functional team of company
personnel and an external consultant to develop a model of its
facility network. Ault management used the results from the model
to make a number of important changes, closing several plants and
warehouses and shifting production and distribution
responsibilities. These changes improved Ault's competitive
position. The main reason for the project's success was not the
technical beauty of the network model but that the project team
developed a network model that Ault management understood and
results it could accept.(Reference: Published Online:August 01,
1994 © 1994 INFORMS
https://doi.org/10.1287/inte.24.4.113
Title:Integrated Production and Distribution Facility Planning at
Ault Foods
Authors:
John Pooley
Publication:INFORMS Journal on Applied Analytics)
8) A critical concern for firms pursuing global expansion strategies
involves facility site evaluation and selection. For expansion to be
successful, corporations must identify countries and facility sites
that offer a good fit with the firm′s overall corporate strategy.
Unfortunately, little has been written to aid corporations in making
these complex decisions. Presents a two‐stage model that combines
the concepts of strategic management, the management science
technique of goal programming, and micro computer technology to
provide managers with a more effective and efficient method for
evaluating global facility sites and making selection decisions.
Extends the existing literature on corporate facility site evaluation
by applying a computer optimization model to facility site
acquisition in a way that has not been done before.(Reference:
Hoffman, J. and Schniederjans, M. (1994), "A Two‐stage Model for
Structuring Global Facility Site Selection Decisions: The Case of the
Brewing Industry", International Journal of Operations & Production
Management, Vol. 14 No. 4, pp. 79-
96. https://doi.org/10.1108/01443579410056065)

9) In response to the global financial crisis that started in August

2007, central banks provided extraordinary amounts of liquidity to
the financial system. To investigate the effect of central bank
liquidity facilities on term interbank lending rates, we estimate a
six-factor arbitrage-free model of U.S. Treasury yields, financial
corporate bond yields, and term interbank rates. This model can
account for fluctuations in the term structure of credit risk and
liquidity risk. A significant shift in model estimates after the
announcement of the liquidity facilities suggests that these central
bank actions did help lower the liquidity premium in term interbank
rates.(Reference: Do Central Bank Liquidity Facilities Affect Interbank Lending Rates?
Jens H. E. Christensen

Federal Reserve Bank of San Francisco

Jose A. Lopez

Federal Reserve Bank of San Francisco

Glenn D. Rudebusch

Federal Reserve Bank of San Francisco)

10) The purpose of this article is threefold. First, a comprehensive

measure of production competence that assesses the level of support
that manufacturing provides for the strategic objectives of a firm is
developed. Second, hypotheses relating production competence to
several financial measures of business performance are tested using
data from a large sample of firms (n=65) in the furniture industry.
Third, the impact of business strategy both directly on performance
and as a moderating variable in relation to production competence
is analyzed. The results of the study suggest that production
competence may have more of an effect on business performance
for certain strategies than for others.(Reference: Miguel Afonso Sellitto
and Elisandro João de Vargas, A method to align functionalities of a manufacturing execution
system with competitive priorities, Journal of Manufacturing Technology
Management, 10.1108/JMTM-11-2018-0424, ahead-of-print, ahead-of-print, (2019).

11) In this paper, we addressed the main challenges and

desirable characteristics associated with large-scale data
integration and processing in industry, such as automating
and simplifying data ingestion, embedding fault tolerant
behaviour in systems, promoting scalability to manage large
quantities of data, supporting the extension and adaption of
systems based on emerging requirements, and harmonising
data access for industrial analytics applications. The
contributions and findings of this research are important for
facilitating big data analytics research in large-scale industrial
environments, where the requirements and demands of data
management are significantly different to traditional
information systems. While emerging technologies (e.g. IoT)
may eventually eliminate the need for legacy support in the
factory, given the fact 20 year old devices are still in
operation, we feel the big data research community should be
cognisant of a potential lag in smart technology adoption
across large-scale manufacturing facilities. Therefore, the big
data pipeline presented in this research facilitates transparent
data integration that enables facilities to begin their smart
manufacturing journey without committing to extensive
technology replacement.(Reference: O’Donovan, P., Leahy, K., Bruton,
K. et al. An industrial big data pipeline for data-driven analytics maintenance applications
in large-scale smart manufacturing facilities. Journal of Big Data 2, 25 (2015)
doi:10.1186/s40537-015-0034-z

12) This study sets out to introduce an innovative

performance measurement system (PMS) for business
process outsourcing in facility management (FM) industry and
analyse, comprehend and explain the main criticalities in the
relationship among the actors involved in an outsourcing non
core services contract, which is typical of the FM business
sector. The aim of the tool is to improve performances and
enhance their integration towards a partnership.(Reference:
Felice De Toni, A., Fornasier, A., Montagner, M. and Nonino, F. (2007), "A
performance measurement system for facility management: The case study
of a medical service authority", International Journal of Productivity and
Performance Management, Vol. 56 No. 5/6, pp. 417-
435. https://doi.org/10.1108/17410400710757123
13) The Terra Nova FPSO will be the first Floating Production
facility operating in the harsh environment of the Grand Banks.
Unique design solutions have been applied to enable the FPSO to
quickly disconnect from its mooring in order to avoid iceberg
collision and operate subsea and topside process facilities
efficiently in sub-zero temperatures.
The ongoing integrity of the asset will be assured by implementing
effective engineering, maintenance and inspection strategies,
balanced with the requirements of production and marine
operations in difficult environmental conditions. This has
uncovered some unique challenges.
The paper addresses the Design Basis along with the integrity and
maintenance strategies that have been developed to cost-
effectively manage the overall facilities' integrity and the control
'tools' that are being implemented.(Reference: Ewida, A., Clarke, R., &
Barron, S. (2001, January 1). Design Basis and Operations Facilities Integrity Strategy - Terra
Nova Field. Offshore Technology Conference. doi:10.4043/13022-MS

14) Water and wastewater systems are significant energy

consumers with an estimated 3%-4% of total U.S. electricity
consumption used for the movement and treatment of water
and wastewater. Water-energy issues are of growing
importance in the context of water shortages, higher energy
and material costs, and a changing climate. In this economic
environment, it is in the best interest for utilities tofind
efficiencies, both in water and energy use. Performing energy
audits at water and wastewater treatment facilities is one way
community energy managers can identify opportunities to
save money, energy, and water. In this paper the importance
of energy use in wastewater facilities is illustrated by a case
study of a process energy audit performed for Crested Butte,
Colorado's wastewater treatment plant. The energy audit
identified opportunities for significant energy savings by
looking at power intensive unit processes such as influent
pumping, aeration, ultraviolet disinfection, and solids
handling. This case study presents best practices that can be
readily adopted by facility managers in their pursuit of energy
and financial savings in water and wastewater treatment. This
paper is intended to improve community energy managers'
understanding of the role that the water and wastewater
sector plays in a community's total energy consumption. The
energy efficiency strategies described provide information on
energy savings opportunities, which can be used as a basis
for discussing energy management goals with water and
wastewater treatment facility managers.(Reference: Daw, J,
Hallett, K, DeWolfe, J, and Venner, I. Energy Efficiency Strategies for
Municipal Wastewater Treatment Facilities. United States: N. p., 2012. Web.
doi:https://dx.doi.org/10.2172/1036045.

15) This paper considers the facility network design problem

for a global firm that sells to two markets: the domestic
market and a foreign market. Although the firm has to invest
in capital-intensive production facilities and produce outputs
in the face of demand and exchange rate uncertainties, it can
postpone the transshipment, localization, and distribution of
the output until after uncertainties are resolved. The key
network design decisions faced by the firm are in which of the
two markets to locate the capital-intensive production facilities
and what the corresponding output levels should be. We
provide the complete characterization of the optimal global
facility network configuration for two types of global firms: a
newsvendor with exogenously given selling prices and a firm
with the flexibility of pricing responsively after uncertainties
are resolved. Our study's focus is on the impact of exchange
rate uncertainty and responsive pricing on facility network
decisions. Compared with a newsvendor facing demand
uncertainty only, the introduction of exchange rate uncertainty
or the use of responsive pricing can increase the
attractiveness of centralized production. A responsive-pricing
firm's optimal network design differs from that of a
newsvendor firm as follows. (1) The firm's network preference
is less susceptible to the increase of localization costs. (2)
The firm is less likely to switch from a network of regional
production to a network of centralized production in response
to the increasing size of one market. (3) Demand and
exchange rate uncertainties can have opposite effects on its
optimal centralized output when the nature of the random
shocks they introduce to the firm's demand function is
different: under the linear demand function, the optimal
centralized output increases in the demand volatility when
demand shock is additive, but it may decrease in the
exchange rate volatility because the corresponding price
shock is multiplicative. Interestingly, common to both types of
firms, their network preferences, although sensitive to costs
and mean demand and exchange rate, are robust to the
demand and exchange rate volatilities, suggesting that
transshipment-enabled output substitutability between the two
markets diminishes the impact of increasing market volatilities
on the network design decision.(Reference: Title:Global
Facility Network Design with Transshipment and Responsive
Pricing
Authors:
Lingxiu Dong, Panos Kouvelis, Ping Su
Publication:Manufacturing & Service Operations Management
16) Today, many hospitals are trying to provide modern care
in antiquated facilities. Often, operational models and work
processes have been adapted to the hospital and department
layout, rather than the other way around. When a hospital
needs to replace or renovate its facilities, it has an
opportunity to redesign its operations. Such an opportunity
allows the hospital to confront one of the most immediate
problems facing health care today--clinical staff shortages.

The chronic shortages of key clinical staff that many hospitals

are experiencing require creative answers. It may be time to
address these shortages not simply through supply-side
strategies, such as signing bonuses and financial incentives,
but also through demand-side strategies that allow existing
staff to be as productive as possible. In addition to
productivity-enhancing strategies such as the use of
technology healthcare financial managers should investigate
operational models and facility design that facilitate
operational efficiencies. A focus on more efficient operational
models and design may even strengthen a provider's ability
to recruit and retain key clinical staff.(Reference: Breslin, Paul
T., et al. "Operational and design strategies for a reduced
workforce: address staff shortages by investigating
operational models and facility design that encourage
efficiency and productivity." Healthcare Financial
Management, Mar. 2003, p. 62+. Gale Academic Onefile,
Accessed 20 Jan. 2020.
17) The Internet’s influence in creating e‐services has been
revolutionary for providers and their customers.
Unfortunately, there has been a wide gap between inspiring
applications of the Internet that help increase service
customization while maintaining or even improving delivery
efficiency, and downright flops in which companies that have
made bold promises have failed to deliver on even a portion
of their pledges. This paper provides an examination of e‐
services utilizing three approaches in order to provide
guidance on how to fly rather than flop. First, we develop a
model of the e‐service customer retention. Second, we offer a
case study of Sothebys.com to illustrate how a well‐known,
but not typically technologically adventurous, company can
utilize e‐services to expand its offerings and streamline its
services. Finally, we offer a profiling technique for analyzing
the benefits and challenges of e‐services for particular
industries.(Reference: Rafia Naz, Challenges En-Route Towards E-Governance in
Small Developing Island Nations of the South Pacific, Open Government, 10.4018/978-1-5225-
9860-2.ch093, (2014-2039), (2020).

18) Odours generated in livestock buildings constitute one of

the most relevant air quality issues of intensive livestock
production. Reducing nuisance episodes related to odour
exposure is therefore essential for a sustainable livestock
production. In this study, the state-of-the-art on odour
mitigation techniques in livestock housing is critically
reviewed. Scientific advances in the last decade are revised
and research needs are also identified. The complex nature
of livestock odours is firstly reviewed and examined. Then,
the most relevant odour control strategies are analyzed in
terms of present knowledge and future needs. The strategies
considered are: nutritional strategies, manure additives,
building design, air filtration, manure covers, manure
treatment systems and windbreaks. Finally, future research
needs and priorities when establishing mitigation techniques
are identified. Despite important recent advances, there are
still some challenges for scientists, producers and regulators,
particularly related to field evaluation of odours. Therefore, to
control livestock odours effectively, using standardized field
assessment techniques will be required. Also, investigating
measurement and model errors may be useful to better
understand the limitations of the current methods, as well as
to identify research priorities.(Reference: Blanes-Vidal V, Hansen MN,
Adamsen APS, Feilberg A, Petersen SO, Jensen BB, 2009a. Characterization of odor released during
handling of swine slurry: Part I. Relationship between odorants and perceived odor concentrations.
Atmos Environ 43(18): 2997-3005. http://dx.doi.org/10.1016/j.atmosenv.2008.10.016
19) In this paper, the distribution center (DC)model shown in
Shapiro’s Modeling the Supply Chain is modified to show optimal
locations to place small and large refineries based on
transportation distances, refinery building costs, and the costs
associated with refinery sustainability and pipeline quality. Though
this model was originally used to determine the optimal locations
to place distribution centers based on transportation distances and
the size of the distribution centers, this model was modified to
allow the use of different costs associated with the quality
condition of the pipeline and the costs of sustaining an
environmentally friendly facility. The case used to prove the model
is the Indonesian oil industry due to how an increase in efficiency
and excess capacity could provide another viable country to supply
oil to the United States. The outputs of this paper are efficiency
frontiers that show how the costs of pipeline quality and facility
sustainability affect the overall costs of the Indonesian oil industry
and a model that can be used to evaluate the oil industries in other
countries.(Reference: Billy Gray#1, Erick C. Jones*2, Yvette Weatherton #3 Restu Sunarto
Bussey*4, Harrison Armstrong#5 # Industrial and Manufacturing Systems Engineering Departmen,
University of Texas Arlington 420 Woolf Hall, Arlington, TX, 76079 USA 1 bgray@tarleton.edu 2
ecjones@uta.edu 3weatherton@uta.edu 4 restu.sunartobussey@alcoa.com 5
harrison.armstrong@uta.edu

20) Closing facilities due to a lack of demand is an unavoidable

trend in areas experiencing decreasing populations. Strategies to
prevent critical facilities from closing may be based on the
concepts of maximum benefit or minimum cost. With the purpose
of determining efficient strategies, we focused on a median and a
maximal covering problem that considers two interacting players:
interdiction and fortification. This study aims to develop an
interdiction covering problem with fortification and compare it
with a median problem. We specified the facilities to be grocery
stores because justifying their protection is difficult given that they
are private businesses; however, such protection is crucial because
they provide a critical public service. First, we simulated the
formulation on a linear urban space to explain the general
characteristics and performance of the models. Second, we
employed the formulation on a practical dataset to consider the
heterogeneity of urban spaces. The result shows that, for models
in a uniform space, the peripheral area is prioritized for protection
when a lower level of damage is expected, while the central area is
prioritized when more damage is expected. Moreover, these
general characteristics can be sensitive to the spatial distribution
of facilities.(Reference: AKSEN D. The budget constrained r-interdiction median
problem with capacity expansion. European Journal of Operations Research. (2010) vol.18, no.3,
p.269-291.

22) Business value of information technology (IT) is one of the most

important research streams in information systems (IS) research.
In this study, we follow the resource-based view (RBV) in strategy
literature to study how IT enables firms to develop new
organizational capabilities. Using structured content analysis, we
have collected longitudinal data from news media for 49 publicly
traded apparel firms in the U.S. over the period of 1995 to 2007.
The financial data were collected from Standard & Poor's
COMPUSTAT data. In this research, we study how IT assets affect
apparel firms' organizational capabilities such as operational
capability, customer service, and ability to innovate. The U.S.
apparel industry is largely heterogeneous in its use of IT and
organizational capabilities, and therefore provides a particularly
interesting case to investigate the relationship between them. Our
empirical results show that IT can lead to higher level of
organizational capabilities. Firm financial resources are important
in affecting the relationship between IT and operational efficiency
as well as the relationship between IT and customer service. In
addition, we find that operational efficiency plays a mediating role
in how IT affects customer service.(Reference: Author links open overlay
a b c
panelJifengLuo MingFan HanZhang
a

Shanghai Jiao Tong University, China

b

University of Washington, United States

c

Georgia Institute of Technology, United States

Received 29 April 2010, Revised 20 December 2011, Accepted 2 January 2012, Available online
8 January 2012.

23) In this study, the key technology and nurse management

decisions made by US hospitals in response to market needs were
identified. It has been shown that technology implementation
places a strong demand on nurse staff competency. While new
strategic information systems are emerging, hospitals must
provide on-the-job technological training for their nursing staffs.
Of course, technology is not a cure-all; rather, it is a tool that can
be used by skilled nurse professionals in transforming sick patients
into well patients with reasonable efficiency. The causal
relationships between technology, nurse management decisions
and performance established in this study are an important
addition to the healthcare services literature. The results of our
study also show that given the size constraint, large hospitals tend
to invest more in equipment and technology for providing
technology related services as compared to smaller hospitals. On
the other hand, small rural hospitals tend to place more emphasis
on staff development than their counterparts in urban
a1 b

areas.(Reference: Author links open overlay panelLingLi W.C.Benton

a

Department of Information Systems and Decision Sciences, College of Business & Public
Administration, Old Dominion University, Norfolk, VA 23529, USA
b

Fisher College of Business, Department of Management Science, The Ohio State

University, Columbus, OH 43210, USA
Received 2 August 2004, Revised 26 May 2005, Accepted 7 June 2005, Available online 3
August 2005. https://doi.org/10.1016/j.jom.2005.06.001
24) Investigating the effect of product innovation strategy on the
performance of new technology ventures in China, we found the
innovation-performance link was contingent on both
environmental factors, including environmental turbulence and
institutional support, and the relationship-based strategies of the
ventures, such as strategic alliances for product development and
political networking. Our results suggest the need for simultaneous
consideration of environment- and relationship-based strategy
factors as moderators in the discourse on product innovation
strategy among new technology ventures.(Reference: Capon N. , Farley
J. U. , Hoenig S. 1990. Determinants of financial performance; A meta-analysis. Management
Science, 36: 1143–1159. Google Scholar

25) In traditional sectors, due to the strong incidence of labour

costs, the progressive delocalization of manufacturing activities in
low‐wage countries has been typically considered unavoidable.
However, this process appears to be very different at national,
industrial, and also corporate level. Empirical studies are needed to
investigate the existing linkages among industry general conditions,
each firm’s global operations strategy and specific operative
choices for implementing it. Presents empirical research on the
patterns and the factors characterizing the international relocation of
manufacturing followed by Italian clothing firms.(Reference:
Bolisani, E. and Scarso, E. (1996), "International manufacturing strategies:
experiences from the clothing industry", International Journal of Operations
& Production Management, Vol. 16 No. 11, pp. 71-
84. https://doi.org/10.1108/01443579610131465
26) Advanced Manufacturing Technologies (AMT) represent an
opportunity for manufacturing firms to improve their
competitiveness. In spite of the breadth of literature on the
subject, there is a substantial divergence of opinion on what may
be considered AMT, and how they may be classified. To confront
this issue, the paper presents a review of literature and discusses
the existing concepts in AMT research. The paper proposes a
definition of AMT which is useful as a means to understanding the
boundaries of AMT and discusses various forms of classification.
Once the object is defined, AMT is demonstrated as part of
Manufacturing Strategy.(Reference: Advanced Manufacturing Technology:
defining the object and positioning it as an element of manufacturing strategy Sérgio Gouvêa da
Costa Lab. de Automação e Sistemas - Pontifícia Universidade Católica do Paraná, Brazil
gouvea@ccet.pucpr.br Ken Platts Institute for Manufacturing - University of Cambridge, UK Afonso
Fleury Departamento de Engenharia de Produção - Universidade de São Paulo, Brazil

27) Recently,despite huge incentives and subsequent increases in

investment in customer relationship management technology,
many firms have not been able to increase their customer
satisfaction index ratings. The purpose of this paper is to gauge
whether IT management practices differ among firms where IT has
a major role in transforming marketing, operations, or both, which
give the firms advantage by affecting their customer service.
Several research hypotheses are tested using data obtained from a
survey of 213 IT-leaders in the financial services industry. The
results clearly indicate that the IT-leader firms have a higher level
of IT management sophistication and a higher role for their IT-
leaders compared to IT-enabled customer focus, IT-enabled
operations focus, and IT-laggard firms. This paper concludes with
the implications for both researchers and practitioners.(Reference:
Paul Cragg, Annette Mills, Theek Suraweera. (2013) The Influence of IT
Management Sophistication and IT Support on IT Success in Small and Medium‐
Sized Enterprises. Journal of Small Business Management 51:4, pages 617-636.

28) Globalization, variation in customer expectations, and the

developments connected to Information & Communication
Technology are usually considered as the main drivers of changes
in Operations Management (OM) strategies by firms in both
manufacturing and service industries. Emerging digital
technologies, such as Internet of Things or Cloud Computing,
represents a novel paradigm that is rapidly affecting on several
aspects of everyday-life of private and business users. This paper
contributes to extant literature about the relationship between
emerging digital technologies and OM, by stressing the value co-
creation issue. Specifically, we investigate how emerging digital
technologies affect OM through value co-creation in the maritime
industry. Our study reports the case of FairWind project, an open
technology marine service and graphic user interface enabling
sailors to personalize their experience on board through 3rd party
boat applications. The case of Fair Wind points out how emerging
digital technologies contribute to OM within both organizations
and, more in general, maritime industry, as well as the critical role
of user’s co-creation in defining and managing on-board
operations.(Reference: Assunta Di Vaio, Luisa Varriale. (2020) Digitalization in the
sea-land supply chain: experiences from Italy in rethinking the port operations within inter-
organizational relationships. Production Planning & Control 31:2-3, pages 220-232.

29) he purpose of this paper is to examine the impact of

organizational knowledge and innovation practices on the outcomes
of operations strategy. Design/methodology/approach ‐ The study
employs a survey-based method to test a theoretically grounded set
of hypotheses using regression techniques. Findings ‐ The results
indicate that cost, quality, delivery and flexibility outcomes are
influenced by specific organizational knowledge and innovation
practices. Also, the findings show that innovation performance
mediate the relationship between knowledge practices and
operations strategy. Practical implications ‐ Acquiring knowledge is
not enough. Managers need to facilitate dynamics of knowledge
sharing and utilization to cultivate a better level of technical and
administrative innovation performance, which in turn will result in
favourable operations strategy outcomes. Originality/value ‐ The
paper is one of the first studies that highlight knowledge and
innovation practices in relation to operations strategy in one study
applied to a developing country context.(Reference: Author: Aboelmaged,
Mohamed Gamal

Source: Business Process Management Journal, Volume 18, Number 5, 2012, pp. 712-734(23)

Publisher: Emerald Group Publishing Limited

DOI: https://doi.org/10.1108/14637151211270126
30) Interactions with managers in the automobile industry indicate
that efforts to bring potentially profitable new technologies into
production are often frustrated by the traditional unit cost‐based
approach that is used for evaluating new technologies.
Opportunities for timely introduction of valuable or even
preemptive technologies can be missed because unit cost
comparisons, typically applied to a limited set of vehicle
configurations with volumes based on current demand figures,
invariably favor incumbent over new technologies. In this research,
we develop a more complete technology adoption decision model
that integrates product mix and technology adoption decisions.
Specifically, we recognize that product mix and volume are
important variables in determining the cost effectiveness of new
technologies, and include in the model customer demand
projections that reflect market trends (e.g. growing demand for
increasingly sophisticated features and functions in vehicles).
Anticipated experience benefits are then applied to the
appropriate production volumes to more accurately predict the
profit impact of adopting new technologies. The introduction of
automotive multiplexing, a technology that is characteristic of
current technological advances in the industry, provides a context
for considering insights that can be derived from the decision
model. Our interaction with a global Tier I automotive systems
supplier allowed us to obtain representative cost data and other
information relevant to the technology adoption
decision.(Reference: M. Cristina De Stefano and María J. Montes-Sancho, Supply chain
environmental R&D cooperation and product performance: Exploring the network dynamics of
positional embeddedness, Journal of Purchasing and Supply
Management, 10.1016/j.pursup.2018.10.003, (2018).