环境不确定性与企业运作策略相互关系的实证分析

在竞争加剧的时代,越来越多的不确定性左右着企业的生存、运作和发展,本文希望通过实证的方法,对天津的19个主要制造行业的企业抽样调查,从有限的样本中探索出环境的不确定性显著地影响企业运作策略的侧重点,从而为中国企业家们提供有价值的参考.     

电子商务环境下的第三方物流运作模式探讨

本文首先详细讨论了第三方物流的组建策略,在此基础上,从企业发展生命周期的角度提出了电子商务环境下第三方物流运作的3种模式,从低级到高级依次为第三方物流为电子商务服务、第三方物流与电子商务联合和电子商务为第三方物流服务,为我国第三方物流企业的发展提供借鉴作用。     

供应链鲁棒性问题的研究进展

供应链鲁棒性问题的研究,对于全球化物流供应链、供应链风险运作及对国内企业安全等问题有理论价值和应用价值。分析了供应链系统的外部联接、突发事件和内部运作不确定性的2种表现形式;讨论了供应链鲁棒运作管理,特别考虑了供应链中供应、产品、需求和信息管理的鲁棒性;探讨了供应链鲁棒优化策略以及供应链鲁棒性研究的若干前瞻性问题。     

企业高层管理团队研究的进展

自从1984 年Hambrick 与Mason 提出“高层梯队理论”后,学术界涌现出大量高层管理团 队与组织绩效、战略、组织变革等方面的研究. 在此之前,有关高层领导的研究几乎完全针对领 导人个体,我国目前也沿袭这种研究模式. 激烈的市场竞争要求高层领导更多地以团队方式进 行运作,加强中国高层管理团队的研究势在必行. 文章对近20 年来国际有关企业高层管理团 队的科学管理做一综述,探讨高层管理团队的特征、运作过程以及不同文化背景对高层管理团 队绩效、组织绩效的影响,分析企业高层管理团队建设的研究框架,提出已有研究的局限及对 未来研究的展望.     

行为运作管理:一个正在显现的研究领域

从制造、服务到供应链以及产品研发的绝大多数运作中,人都是系统的重要组成部分.人类行为可能会大大影响运作系统,并对管理措施做出反应.在已有文献的基础上,总结了传统运作管理的研究范式,提出了行为运作管理的定义、运作管理与行为研究的结合方式以及行为运作管理的研究范式,分析了人员试验作为研究方法来揭示人类行为影响的研究现状,并结合人力资源管理,提出了行为运作管理未来研究的基本思路.     

第三方物流企业运作模式选择研究

目前我国第三方物流企业运作模式存在一定的问题，在中小型物流企业中更为明显，为了更加有效的实现第三方物流企业在其运作模式上进行选择的准确性，本文为模式选择中的关键问题进行探讨，并提出利用可拓学的相关理论体系和方法，为企业进行运作模式改进提供指导。     

关系认知、关系运作和企业绩效:来自广东省私营中小企业的实证研究

在我国,关系对于私营企业的生存具有战略意义.本研究以142家广东省私营中小企业为样本,研究了私营企业关系运作、关系认知和私营企业绩效之间的联系.研究发现,在中国经济转型过程中,私营企业家认识关系的重要性对企业的绩效并没有助益,联系的网络大、示好运作多会降低企业的绩效;私营企业家过年过节跑关系、宴请商务对象、回报交易方等具体的关系运作方式和企业绩效正相关.     

提高项目运作质量的措施研究

项目运作的质量对整个项目影响较大,为了长远发展,公司必须提高项目运作质量。本文针对项目运作质量的提高措施进行了研究。该次研究有助于提高提高项目运作质量。     

市场导向的企业运作模式

从市场对于企业的约束力量,即市场机制的作用出发,提出了造就市场的企业运作模式,即以市场导向的策略规划程序和市场营销程序为主线,以企业的基本功能为支撑,围绕市场这个中心环节,衽全方位一体化的操作过程。     

动态能力和社会关系对企业绩效的作用机制:有调节的中介效用检验北大核心CSCDCSSCI

基于动态能力和社会资本理论,深入分析企业动态能力和社会关系对企业绩效的作用机制,并在此基础上考察企业运作能力的中介作用和环境动态性的调节效应。针对企业管理层发放并收集到164份有效问卷,采用结构方程模型和调节效应的检验方法对研究假设进行实证检验。研究结果表明:(1)动态能力与企业绩效之间无显著直接关系,运作能力在其中发挥了中介作用,动态能力根据外界环境变化对运作能力进行重构,而重构后的运作能力能够有效提升企业绩效。(2)企业社会关系不对企业绩效产生直接作用,而是通过提升运作能力而间接作用于企业绩效。(3)环境动态性能够有效调节运作能力的中介作用。在低度动态环境条件下,运作能力在企业动态能力、社会关系与企业绩效关系间起完全中介作用,而在高度动态环境条件下起部分中介作用。(4)在任何环境条件下,动态能力对企业绩效的作用均大于社会关系对企业绩效的作用。     

Alternative operations strategy processes: do they matter?

Abstract

With the increasing significance of business model innovation, and due to the ongoing difficulties encountered in executing formally developed strategies, there is a strong case for studying the functional-level strategy processes from fresh perspectives. This paper examines the significance of alternative operations strategy (OS) processes and organisational context and explores how they relate to operations performance. The empirical evidence was drawn based on the statistical analysis of data collected through 242 survey responses from the senior management staff of the Canadian oil and gas industry. The evidence drawn from the empirical study confirmed that alternative forms of OS development do indeed exist in practice and that certain organisational factors have a direct influence on OS processes. The analysis discerned four strategy process configurations representing singular and multiple combinations of the three process modes identified through the literature review. The results explain the differences between these process configurations in terms of certain contextual factors and operations performance. The findings of this study help advance the understanding of OS processes and may contribute to theory building, particularly what is known as ‘mid-range’ theory, as the evidence was built through the analysis of a relatively large sample of data drawn from an industry sector that has not been reported on in previous studies.     

How smart cities transform operations models: a new research agenda for operations management in the digital economy

Abstract

The notion of smart cities is growing in prominence in the digital economy. The integration of urban infrastructures with information and communication technologies enables the development of new operations models. Digitised infrastructures offer opportunities for public and private organisations to design and deliver more customer-centric products or services, particularly for those that require geographical proximity with consumers in the online to offline (O2O) context. A framework is developed and used to analyse three case examples. These cases illustrate the emergence of new operations models and, demonstrate how smart cities are redefining the characteristics of operations models around their scalability, analytical output and connectivity. We also explore the feasibility, vulnerability and acceptability of each new operation. This paper contributes to our understanding of how smart cities can potentially transform operational models, and sets out a research agenda for operations management in smart cities in the digital economy.     

Serial Chain Merger Evaluation Model and Application to Mortgage Banking*

Mortgage banking operations can be viewed from a supply chain perspective, where the primary and secondary markets are upstream and downstream chain members, respectively. This article describes a serial‐chain‐merger data envelopment analysis (DEA) model to assess potential gains from the merger of different chain operations. We show that in our framework the merger of different chains with many sub‐chains is efficient within the DEA paradigm if and only if the mergers of sub‐chain members are all efficient. A case study of a banking operations merger is conducted to illustrate and validate the proposed approach. The computations show that merger of operations can result in overall efficiency improvement in the banking industry if the merger preserves the features assumed in the DEA model.     

Staffing a Multiskilled Workforce with Varying Levels of Productivity: An Analysis of Cross-training Policies*

Service operations that utilize cross-trained employees face complex workforce staffing decisions that have important implications for both cost and productivity. These decisions are further complicated when cross-trained employees have different productivity levels in multiple work activity categories. A method for policy analysis in such environments can be beneficial in determining low-cost staffing plans with appropriate cross-training configurations. In this paper, we present an integer linear programming model for evaluating cross-training configurations at the policy level. The objective of the model is to minimize workforce staffing costs subject to the satisfaction of minimum labor requirements across a planning horizon of a single work shift. The model was used to evaluate eight cross-training structures (consisting of 36 unique cross-training configurations) across 512 labor requirement patterns. These structures, as well as the labor requirement patterns, were established based on data collected from maintenance operations at a large paper mill in the United States. The results indicate that asymmetric cross-training structures that permit chaining of employee skill classes across work activity categories are particularly useful.     

Plots of Conditional Wait-Time Intervals Provide Better Information to Queueing System Arrivals

The management of queues is a very important aspect of service operations management. One way to enhance the queueing experience is to provide customers with the most informative and certain estimate of anticipated wait time. This paper develops such a measure—referred to as the conditional wait-time interval (CWTI)—for queueing systems with exponentially distributed service times. It is especially applicable at the operational level of an organization since it utilizes the most current information on the status of the system (number of customers in the queue at arrival). CWTI is also based on two risk factors that consider the chance a customer's actual wait time is outside of the estimated range. This paper also provides a graphical means to display multiple CWTIs.     

A Framework for Examining the Interface between Operations and Information Systems: Implications for Research in the New Millennium*

Even though much research has been published in operations and information systems, both functional areas find their roots in other disciplines. While operations management evolved from operations research in the 1960s, the field of information systems is of more recent vintage and traces its original roots to computer science. Both disciplines now naturally have come closer together as information and process-technology-based changes force manufacturing firms to become more efficient and customer focused. Market and technology-driven e-commerce initiatives that are likely to dominate business strategies in the future cannot be successfully achieved without a successful integration of operations and information systems. In this paper, we present a unifying framework that can be used to better understand the management of the functional interface between operations and information systems. We also categorize and highlight the contributions of the articles that appear in this special research focus issue. Finally, research directions that emerge from our understanding of this interface are outlined in an effort to stimulate further thinking and research that can advance our knowledge of this interface area.     

Does customer or competitor performance drive operations prioritisation?

The purpose of this research is to identify the impact on operations managers of their perceptions of customer requirements and competitor performance on their determination of operations priorities. Data were obtained from a multiple respondent survey. Analysis involved an ordered choice model. The process of strategic prioritisation differs according to the specific performance dimension. Quality-based objectives are focused on the voice of the customer; cost-based objectives are influenced by a balance of importance to customer and performance against competitor. Other criteria (flexibility, dependability, speed) objectives are more influenced by perceptions of competitive benchmarking. This large sample survey of operations managers’ perceptions offers a valuable insight into their motivation for focusing on different operations criteria.     

PRODUCTION/OPERATIONS MANAGEMENT: PURE PREDICTIONS FOR THE '80s1

The future of production/operations management is examined. Following a lead-in designed to grab your attention and to demonstrate the relation between production/operations management and health care, 14 specific and irrefutable pure predictions are presented. Briefly, they are 1,2, and 3, followed by 4 through 12, and closing with 14 and 15.     

An Integrative,Experiential Approach to Production Management Education

This paper addresses the important relationship between production and operations management (POM) and information technology. An approach to POM education is presented in which information technology is used to create an experiential learning environment that integrates the topics taught in POM courses. Results of an implementation of the proposed approach are presented and implications are discussed for POM education.     

An empirical study of transformational leadership,team performance and service quality in retail banks

The discipline of operations management (OM) has long been offering differing quantitative techniques for improving the efficiency of banking operations. However, there has been a trend in recent years that operations and services of the banking industry are becoming more diverse and unstructured, rendering many traditional OM quantitative techniques less effective in performance improvement. By integrating the literature on banking operations, service quality, leadership style and work teams, we argue that leadership style and team performance are crucial concerns determining the service quality performance of today's banking operations in a team setting. Using data collected from 192 employees from 32 operational teams (a leader and five members in each team) in 15 retail banks in Macau, China, we investigated whether the five dimensions of transformational leadership have an impact on team performance with respect to team cohesion, team leader job satisfaction and team competence; and whether the dimensions of team performance have an impact on such service quality dimensions as reliability and responsiveness. We found that one of the dimensions of transformational leadership and two of the dimensions of team performance have a significant impact on service quality. We discuss the implications of the findings for research and practise.