1,720,988 research outputs found
Emergent strategy in managing cooperative supply chain change
No full textThere is much debate about the nature of strategy formulation as content or process. This paper takes a process view informed from insights from non-linear dynamics, complexity and chaos theory and applies it to a well tested management of change process in cooperative supply chain management to draw illustrations from two case examples which reinforce the utility of this use of complexity in formulating emergent strategies
Review of services science and possible application in rail maintenance
No full textThis is the final article in the Services Science and Innovation series and the intention is to do two main tasks. In Part 1 we highlight some of the key messages that are captured in the expanding discussion of the management of services which constitute the majority of most developed countries’ GDPs. In Part 2 we then test and apply some of those lessons to a practical and challenging situation in the rail maintenance sector. This draws on a collaborative two year research project and the continuing involvement of one of the authors as a participant observer in the sector. It is one of the main thrusts of this paper that the debate is often too polarised, offering rather artificially extreme views from a pure product or pure services standpoint
Barrier impact on organizational learning within complex organizations
No full textPurpose – The purpose of this research is to examine the manner in which employees access, create and share information and knowledge within a complex supply chain with a view to better understanding how to identify and manage barriers which may inhibit such exchanges.Design/methodology/approach – An extensive literature review combined with an in-depth case study analysis identified a range of potential transfer barriers. These in turn were examined in terms of their consistency of impact by an end-to-end process survey conducted within an IBM facility.Findings – Barrier impact cannot be assumed to be uniform across the core processes of the organization. Process performance will be impacted upon in different ways and subject to varying degrees of influence by the transfer barriers. Barrier identification and management must take place at a process rather than at the organizational level.Research limitations/implications – The findings are based, in the main, on an extensive single company study. Although significant in terms of influencing both knowledge and information systems design and management the study/findings have still to be fully replicated across a range of public and private organizations.Originality/value – The deployment of generic information technology and business systems needs to be questioned if they have been designed and implemented to satisfy organizational rather than process needs
Performance measurement of cross-culture supply chain partnership: a case study in the Chinese automotive industry
Full text linkThis study explores a performance measurement system for a dynamic supply chain partnership in a cross-cultural context. An initial framework is constructed by reviewing the existing literature, followed by an in-depth case study in the Chinese automotive industry, where the framework is refined to address the multi-cultural setting. A performance measurement, system which includes the relationship strategy and operational measurement criteria for a supply chain partnership, has been developed. The relationship strategy contains elements of strategy orientation, management style, interdependence, mutual organisational characteristics and common goals. The operational measurement criteria consist of commitment, trust, communication behaviour, information sharing, participation decision, quality, production performance, delivery, cost, supplier strength, attitude, compromise and loyalty. The last three operational measurement criteria are found to be particularly relevant to the cross-cultural feature. While existing studies tend to focus on either specific measures or individual organisations, this paper for the first time proposes a comprehensive framework to measure the performance of supply chain partnerships. The cross-cultural perspective provides a further unique view on how a performance measurement system can be responsive to the dynamics in practice
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