A Resource‐Process Framework of New Service Development

Motivated by the increasing attention given to the operational importance of developing new services, this paper offers a theoretical framework that integrates both process‐ and resource‐oriented perspectives of new service development (NSD) by defining and organizing 45 practice constructs for NSD‐related practices and activities that occur in contemporary service firms. We employ a rigorous procedure whereby both quantitative and qualitative data were gathered through multiple rounds of interviews and card‐sorting exercises with senior service managers. This iterative refinement process helps ensure that the construct domains and definitions are consistent and that they are applicable across multiple service sectors. A primary contribution of this research is to provide precise operational definitions of theoretically important NSD practice constructs. Importantly, this study expands on the NSD literature by including both resource‐ and process‐centric perspectives within a single framework. A second contribution is to illustrate a general methodology for developing clear, concise, and consistent construct definitions that may be generally useful for production and operations management scholars interested in new construct development for emerging areas. Empirical results suggest that the resource‐process framework can help guide and organize future research on, and provide insight into, a more comprehensive view of new service development.     

The Role of Operational Interdependence and Supervisory Experience on Management Assessments of Resource Planning Systems

Greater interdependence among workers and activities not only increases the need for internal communication, but it also imposes complications and barriers to effective information exchange. Intraorganizational communication capabilities of certain information systems can help overcome these barriers. However, the extent to which certain systems are promoted as communication tools depends largely on management's interpretation of their usefulness, which in turn may be largely dependent on operational context and managerial experience. We use a controlled experimental approach to study how these issues interact to impact managerial assessments of resource planning systems. Results show that managers value the communication capabilities of resource planning systems more so in highly task‐interdependent contexts and that these assessments are still more positive among managers with greater supervisory experience. As a result, these findings pose direct implications regarding the management support of technology use.     

The nature of learning being facilitated by frontline managers

This article, which is based on research conducted at five Australian organizations, explores the role frontline managers play in promoting and facilitating learning at work, an area in the field of workplace learning and human resource development that has not been extensively researched. This article provides a brief review of the literature, outlines the theoretical framework and research methodology and design utilized and presents the research findings and a brief discussion. The results of this study suggest that frontline managers, who were considered leaders of learning within their respective organizations, take an instrumental approach to leading employee learning, that is, learning is seen largely as a mechanism for getting work done. Additional evidence suggests that some frontline managers provide a more expansive learning environment through the purposeful creation of conditions for learning for their employees, beyond the immediate focus on learning, simply for the purpose of getting the work done. A further finding is that much of what frontline managers do in the promotion and facilitation of employee learning is deeply embedded in the idea and practice of being an effective manager. It is hoped that the findings will provide guidance to human resource development and frontline managers in shaping learning at work.     

Real-time operation selection in an FMS using simulation- a fuzzy approach

Production management and scheduling problems in flexible manufacturing systems (FMSs) are more complicated than those problems in job shops and transfer lines. Due to the flexibility of FMSs, alternative operation is common. When considering the operational problems of FMSs such as scheduling, simulation methodology seems to be useful to address these issues. Real-time scheduling schemes use simulation techniques     

Understanding Construction Supply Chain Management

The purpose of this study was to understand some of the many perplexing questions eluding managers of overwhelmingly complex construction supply chain management (CSCM) based on review of some important research issues pertaining to construction supply chains. This study has illustrated understanding on CSCM using qualitative approach of triangulation applying foundational research methodology and soft system methodology in a coal-based thermal power plant project to validate its complex CSCM systems. The study highlights that a typical CSCM eco-system for the coal-based thermal power plant construction as unit can be considered to operate as a system with sub-systems as concept phase, procurement phase, production phase, installation phase and winding up phase. This study suffers from methodological limitations associated with qualitative research. Finally, this study provides practical insights for research opportunities in the area of interdisciplinary construction projects.     

物联网环境下企业组织管理特征、问题与方法

随着物联网、人工智能、智慧城市等万物互联的智能时代来临，在上世纪大规模生产背景下及其之后互联网背景下产生的传统管理学理论，面临着新的挑战，为此，本文以物流行业为应用对象，提出物联网环境下企业组织管理新问题和方法。首先分析了物联网系统和环境的基本特征，然后从结构、流程、行为和宏观环境四个方面，分析了企业在物联网系统、技术和物联网环境下企业组织所具有的特征和性能。基于这些分析，从组织的结构、流程、行为和运作四个方面，提出了物联网环境下企业组织管理研究的科学问题和新的研究方法。为物联网环境或智能环境下企业组织管理研究提供了思路并指出了发展方向。     

Organizational Computing as a Facilitator of Operational and Managerial Decision Making: An Exploratory Study of Managers' Perceptions*

Much of the current knowledge pertaining to information technology (IT) and decision making is based on decades old technologies that revolved around a central computing function and application-specific systems. The purpose of this research is to examine the IT decision-making relationship within the emerging organizational computing (OC) environment permeated by spontaneous utilization of both application-and nonapplication-specific computing and communication technologies. Specifically, this study seeks to explore managers' perceptions of the emerging OC environment as a facilitator of their decision-making activities. To achieve a higher level of clarity than previous works, a two-dimensional research framework is developed with the IT dimension consisting of computing and communication, and the decision-making dimension differentiated between operational and managerial decisions. A survey instrument was constructed that measured the computing and communication dimensions of information technology use and their perceived effects upon operational and managerial decisions. The major findings of the study confirmed that managers recognize the value of general, nonapplication-specific information technologies in decision making, and that this recognition is highly associated with how intensively these information technologies are used. Additionally, it was found that the two dimensions of IT differ in their relationships to decision making, and that IT usage relates to managerial decisions differently than operational decisions. These study findings have significant implication for practice and research, especially in the context of information resource management in which the primary purpose of the IS function is the delivery of general information service to users rather than the development of specific IS applications.     

Conceptualizing reflection in experience-based workplace learning

This paper seeks to understand key dimensions of reflection in experience-based workplace learning for research being collaboratively undertaken by scholars in Dutch and US research institutions. We systematically explore and compare Tara Fenwick’s analysis of five perspectives on cognition to distinguish among constructivist, psychoanalytic, situative, critical-cultural, and enactivist perspectives on reflection. Our aim is to examine how to conceptualize reflection so that one or more perspectives can complement our understanding of learning through experience at work. We position reflection not only from a practical but also from a theoretical perspective that moves beyond the individual focus of the constructivist perspective. Fenwick’s five perspectives are described in terms of whether and how reflection is utilized, key activities in the process of reflection, relative focus on the individual and/or the context, triggers for reflection, role of power and positionality, role of emotions, and reflection outcomes. We conclude that adding other lenses to the dominant constructivist perspective helps expand our understanding of reflection as well as identify and attend to other tools, people, and factors in the work situation that influence reflection processes and learning outcomes. The paper closes with a discussion of promising new approaches that have emerged since Fenwick’s analysis.     

Role of Cognitive Styles in Business and Management: Reviewing 40 Years of Research

In line with increased attention on the application of cognitive approaches to industrial, work and organizational psychology, the last 40 years have witnessed a growing interest in application of the cognitive style construct to the field of business and management. The purpose of this paper is threefold. First, we wish to advance understanding of cognitive styles research by elucidating trends and perspectives related to business and management. Second, we identify gaps in the literature and promising areas of research that can be further developed. This is accomplished by means of a review of papers published between 1969 and 2009. Eight themes emerged from our analysis: (a) vocational and occupational issues; (b) national culture; (c) teamwork and interpersonal relationships; (d) learning; (e) decision making; (f) creativity, innovation and entrepreneurship; (g) sales and marketing; and (h) management information systems, information management and use. Third, we identify valid and reliable methods of assessment of cognitive style for use in business and management settings. Finally we draw a number of conclusions regarding the current state of cognitive styles research and promising directions for future research.     

A multiple goal methodology for evaluating management information systems

The behavior and performance of an organization are intimately tied to the mode and effectiveness of its information processing function. While there is a rapidly expanding level of research concerned with the design, development, and implementation of management information systems (MIS), relatively few approaches to the evaluation and improvement of these systems have been suggested. The current paper develops a multiple goal methodology aimed at filling this gap by evaluating and, if necessary, subsequently modifying any given set of MIS design variables considered capable of enhancing a series of operational and, perhaps, conflicting goals. The methodology is based on a series of significant findings from the MIS design literature. In particular, the procedure incorporates the tripartite of decision type/decision-maker/MIS design into the evaluation process. The methodology is user-based, being flexible with respect to the definition of performance objectives, evaluation measures, design variables, and correction strategies. A brief example applies the methodology to the evaluation of an MIS within a health services organization.     

Personal development plans supporting employee learning and perceived performance: the moderating role of self-directedness

Due to developments in the current dynamic business environment which is more global and competitive than ever, employees’ lifelong learning and the way organizations support their continuous development are pivotal. Many organizations introduce personal development plans (PDPs) to support employees’ learning, however, not always taking into account their personal characteristics. This study had a twofold purpose as it was designed to explore on the one hand the relationship between PDPs in the workplace with employee’s undertaking of learning activities and perceived performance, and on the other hand the possible moderating role of employee self-directedness on this relationship. For this study, data collected by means of a questionnaire at two different organizations were used, one organization foregoing profit and one non-profit activity. The results indicated significant positive relations between the individual supporting factor ‘employee learning and reflection’ and the undertaking of learning activities and perceived performance and between employee self-directedness and the undertaking of learning activities and perceived performance. The same accounted for the moderating effect of employee self-directedness on the interaction between learning and reflection and perceived performance. Some findings were surprising, nevertheless resulted in valuable insights and implications for practice.     

The individualized corporation: An interview with Sumantra Ghoshal

Sumantra Ghoshal discusses the main features of his and Christopher Bartlett's new book, The Individualized Corporation, leading on to some of his current thinking on management issues in multinational corporations.Much of the book is devoted to describing the new corporate model, and to suggesting how such a company can be built and managed. Ghoshal points out that the major challenge to an individualized corporation is to manage people. A successful firm has a ‘smell of the place’ which motivates and invigorates its people. It also is capable of joint learning and a transformation process that progressively involves rationalization, revitalization and continuous self-renewal: the last of these is called in the book ‘cooking sweet and sour’.Reflecting Ghoshal's evolving thinking, the book moves well beyond managerial specifics to the realm of corporate philosophy. Management doctrine is changing from the old model of strategy, structure and systems to one built on purpose, process and people - a doctrine which embodies a new moral contact with employees.Looking at the future, Ghoshal insists we need an institutional theory of the firm, which recognizes their role as social institutions and also the role of management in distinguishing the visible hand of companies from the invisible hand of markets. This, and an inquiry into the management of the process of change - at a managerial, micro-level of analysis - is his new personal intellectual challenge.     

A ‘No Blame’ Approach to Organizational Learning

In high‐reliability organizations (HROs) even minor errors can seriously hinder the very existence of the firm and the safety of employees and customers. Field studies have shown that HROs encourage the reporting of errors and near misses, exploiting these incidents to improve their operative processes. In this paper, we describe this practice as a ‘no blame’ approach to error management, and link it to learning theory, showing how no blame practices can enhance organizational learning. By taking a cognitive perspective of organizations, we draw on existing contributions and on a set of empirical case studies to discuss the characteristics of no blame practices, and their applicability in traditional, non‐HROs. Our findings show that, in exploiting information from error‐reporting, no blame practices are beneficial in environments where learning and reliability issues are particularly relevant. Empirical evidence suggests that a no blame approach can be extremely constructive for organizations that want to enhance their learning processes. We conclude that a no blame approach is a valuable way to achieve an organization that has flexibility and variability. However, no blame practices imply a set of organizational issues and costs that pose significant challenges to firms operating in non‐high‐reliability settings. The findings from our study contribute to the literature on HROs and organizational learning.     

Dynamic Benchmarks for Operations Evaluation Using Soft Computing Methods*

New dynamic benchmarks are developed as performance metrics for operational activities in the ingot mill of an aluminium smelter. This new type of high-level performance measure enables both a systematic and a holistic appraisal of operations performance that is not possible at present. The benchmarks also allow changes in performance of each distinct resource group to be clearly identified. The method for computing such measures is based on a wide range of shop-floor data, and possibility theory is used to model the soft characteristics of much of the input. Fuzzy performance estimates are dynamically updated with special attention to combining the different forms of uncertainty that exist in the input information. Although these procedures are site specific, the methodology is applicable to other types of manufacturing systems.     

Mapping the changes in management science: A review of ‘soft’ OR/MS articles published in Omega (1973–2008)

The paper proposes a framework to map the development of management science (MS) and uses it to survey the MS literature published in Omega, the International Journal of Management Science. The management science discourse over the last 35 years is mapped in four paradigms: (1) optimisation/normative; (2) interpretative/learning; (3) critical; and (4) a post-modern management science approach. Using a set of keywords and authors’ names associated with the main features of each MS discourse, articles published between 1973 and 2008 are grouped. Results seem to suggest that Omega, a US-based journal, has been mainly developing publications under the optimisation paradigm; only very few papers adhering to the interpretative/learning and critical paradigms have been given space in Omega. The handful of papers from the interpretative paradigm are seen as attempts of UK-based academics to open some space for ‘soft’ operational research (OR) or ‘problem structuring methods’ in a positivistic outlook that seems to pervade US management science practice. Results of the survey and features of MS literature published in Omega are discussed. The paper aims to raise awareness amongst management scientist, systems and operational researchers of the differences between the MS/OR practice in both countries.     

Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge‐Centered Culture*

Within the context of knowledge management, little research has been conducted that identifies the antecedents of a knowledge‐centered culture—those organizational qualities that encourage knowledge creation and dissemination. In this study, the existing literature on organizational climate, job characteristics, and organizational learning (in the form of cooperative learning theory) are linked with the current thinking and research findings related to knowledge management to develop a theoretical model explaining the relationships among organizational climate, the level of cooperative learning that takes place between knowledge workers, and the resulting level of knowledge created and disseminated as measured by team performance and individual satisfaction levels. The study goes on to empirically test the proposed research model by investigating the climate of organizations, and seeks to understand the linkage between a set of organizational and individual characteristics and knowledge‐related activities found in cooperative learning groups and the resulting work outcomes. The hypothesized research model is tested using LISREL with data collected from 203 information systems (IS) professionals engaged in systems development activities. The paper concludes with a discussion of the implications the results have for future research and managerial practice.     

Resilience metrics in the assessment of complex supply-chains performance operating under demand uncertainty

The design and planning of resilient supply chains is a major challenge due to the increasing complexity of these systems that operate in a global market and therefore are more exposed to disruptions. In the present work a design and planning model that integrates demand uncertainty is applied to five supply chain structures that are submitted to different types of disruptions. Disruptions are modelled in a probabilistic manner, resulting in the incorporation of two sources of uncertainty. Eleven indicators are considered to assess the supply chains’ resilience, which comprise network design, centralization and operational indicators. The goal is to provide managers what are expected operational impacts (measured by the operational indicators) by assessing the behavior of network and centralization indicators and their known resilience behaviors from the literature. A case study of a European supply chain is used to illustrate the methodology and a discussion on the results obtained is presented in order to conclude which main characteristics a manager should consider when designing and planning resilient supply chains.     

Developing an information systems strategy

The pervasiveness of information technology and the development of information economies has been heralded as an ‘information’ revolution. Few organizations can avoid the implications of this revolution and, with the falling cost of hardware and the increased scope of applications, the number of firms needing a strategy for information systems has increased by an order of magnitude. An awareness of the benefits of planning, the dangers of technology which can trap the unwary, and the general characteristics of the DP development cycle, should all convince management of the need for a strategy for information systems. However, while information systems literature has many references to information systems strategy, definitions are elusive. This article describes a basic planning model for developing an information systems strategy. The model is specifically structured to ensure that the necessary strategic issues have been examined, before information systems management are asked to draw up detailed tactical and operational plans.     

A reference activity model for smart factory design and improvement

Smart manufacturing systems (SMSs) are envisioned to contain highly automated and IT-driven production systems. To address the complexity that arises in such systems, a standard and holistic model for describing its activities and their interrelationships is needed. This paper introduces a factory design and improvement (FDI) activity model and illustrates a case study of FDI in an electromechanical component factory. In essence, FDI is a reference activity model that encompasses a range of manufacturing system activities for designing and improving a factory during its initial development and also its operational phases. The FDI model shows not only the dependency between activities and manufacturing control levels but also the pieces of information and software functions each activity relies on. We envision that the availability of these pieces of information in digital form to integrate across the software functions will increase the agility of factory design and improvement projects. Therefore, our future work lies in contributing to standards for exchanging such information.     

不对称信息下创新产品研发外包的甄别契约设计

在创新产品研发过程中,许多企业会将部分研发模块外包,而接包方能力水平和成本信息的不对称,会给发包方带来收益风险。对此采用委托代理理论中的信息甄别模型,将研发的接包方分为高成本系数和低成本系数两类,由创新企业设计包含固定支付和收益共享系数两个参数的外包甄别契约,来推断其真实能力。通过考虑创新研发成功的概率因素和技术成果转化后的市场收益分成,以激励接包方做出最优的努力。研究结果表明：高成本系数接包方的收益共享系数将被向下扭曲,低成本系数接包方既获得了保留效用,还会得到额外的信息租金;契约中两类参数的取值受到不同类型接包方所占比例的影响,随着市场中高成本系数企业数量的增加,发包方的期望收益降低。