scholarly journals The Important Role of Packaging in Operations Management

10.5772/54073 ◽  
2013 ◽  
Author(s):  
Alberto Regattieri ◽  
Giulia Santarelli
Keyword(s):  
Operations Management

Ambidextrous leadership, entrepreneurial orientation, and operational performance

2017 ◽  
Vol 38 (2) ◽  
pp. 229-253 ◽  
Author(s):  
Trong Tuan Luu
Keyword(s):  
Operations Management ◽  
Entrepreneurial Orientation ◽  
Operational Performance ◽  
Content Type ◽  
Business Context ◽  
Organizational Social Capital ◽  
Software Companies ◽  
Predictive Role ◽  
Ambidextrous Leadership

Purpose The purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research also seeks an insight into the moderating role that organizational social capital (OSC) plays on the relationship between ambidextrous leadership and EO. Design/methodology/approach The responses to the questionnaire survey were collected from 427 managers from software companies in Vietnam business context. Findings The data analysis verified the positive effect of ambidextrous leadership on EO, which was positively moderated by OSC. The research results also shed light on the predictive role of EO for the organization’s operational performance. Originality/value This research contributes to literature through identifying the convergence of entrepreneurship and operations management research streams, and the moderation role of OSC for the ambidextrous leadership-EO relationship.

FROM SUBCONTRACTED R&D TO JOINT COLLABORATION: THE ROLE OF TRUST IN FACILITATING THIS PROCESS

2004 ◽  
Vol 01 (02) ◽  
pp. 205-231 ◽  
Author(s):  
PAUL RYAN ◽  
MAJELLA GIBLIN ◽  
EDEL WALSHE
Keyword(s):  
Organizational Behavior ◽  
Operations Management ◽  
Management Practices ◽  
Selection Process ◽  
Negative Relationship ◽  
High Tech ◽  
Effective Selection ◽  
Unstable Environment ◽  
Consumer Tastes

High-technology companies operate in a dynamic and unstable environment due to rapidly changing technologies and consumer tastes. An increasing number of companies are engaging in joint R&D projects to subvent the constraints to competitiveness in this turbulent environment. Collaborative R&D activity has been studied from the perspectives of strategic management [Dodgson (1992)], organizational behavior [Powell et al. (1996)], operations management [Nooteboom et al. (2000)] and business-to-business marketing [Turnbull et al. (1996)]. Within the literature, trust has been identified as highly significant to alliance effectiveness, governance and the development of a long-term mutually beneficial relationship. [Perry et al. (2002); Ramaseshan and Loo (1998); Morgan and Hunt (1994); Ganesan (1994); Nooteboom et al. (2000)]. This paper describes a collaborative R&D project between two high-tech companies to trace the development of trust between the partners. It specifically considers the role of trust in facilitating the progression of their relationship from subcontracting to joint collaboration. Reaffirming existing theories, the findings of the paper identify partner compatibility and an effective selection process as well as openness and honesty as the foundations for trust. Moreover, sound management practices were found to foster high levels of co-operation and commitment to the relationship. The main contribution of the paper is the identification of opportunistic behavior as a possible positive phenomenon. This provides new insight to existing literature which traditionally assumes a negative relationship between trust and exploitative behavior.

The Important Role of Time Limits When Consumers Choose Their Time in Service

2022 ◽  
Author(s):  
Pnina Feldman ◽  
Ella Segev
Keyword(s):  
Operations Management ◽  
Service Providers ◽  
Waiting Times ◽  
Consumer Welfare ◽  
Welfare Benefit ◽  
Time Limits ◽  
Main Challenge ◽  
Speed Up ◽  
Time In Service

A main challenge that service providers face when managing service systems is how to generate value and regulate congestion at the same time. To this end, classical queueing models suggest managers charge per-use fees and invest in capacity to speed up the service. However, in discretionary services, in which consumers value time in service and choose how long to stay, per-use fees result in suboptimal performance and speeding up does not apply. We study a queueing model of a service provider and rational consumers who are heterogenous in their requirements for service duration. Consumers incur disutility from waiting and choose whether to join and how long to spend in service. We consider time limits as a novel mechanism that may help in controlling congestion. Time limits put a cap on the maximum time that customers can spend in service. We analyze their effectiveness when combined with two price schemes: per-use fees and price rates. Time limits are effective because they reduce time in service and impact waiting times and joining behavior. Revenue maximizing firms and social planners who maximize social welfare benefit from implementing time limits in addition to price rates. Social planners who seek to maximize consumer welfare, however, focus on regulating congestion and should, therefore, offer the service for free but implement time limits if congestion levels are high. The attractiveness of time limits goes further. We show that time limits are not only a useful lever that works well when combined with simple price mechanisms, but they are in fact optimal when congestion is high. Service providers can achieve the first-best outcome and extract all customer surplus by coupling a time limit with an optimal price mechanism. The attractiveness of time limits stems from their ability to reduce not only the average time spent in service, but also its variance. This is highly effective in settings in which customers’ service times impose externalities on others’ waiting times. Thus, we conclude that providers of discretionary services should set time limits when congestion is an issue. This paper was accepted by Vishal Gaur, operations management.

How social entrepreneurship can be useful in long-term recovery following disasters

2017 ◽  
Vol 7 (3) ◽  
pp. 324-349 ◽  
Author(s):  
Sherwat Elwan Ibrahim ◽  
Raghda El Ebrashi
Keyword(s):  
Social Entrepreneurship ◽  
Operations Management ◽  
Service Operations ◽  
Content Type ◽  
Service Operations Management ◽  
Humanitarian Operations ◽  
Entrepreneurial Organizations ◽  
Practical Implications

Purpose This paper supports the call for using a separate research stream for long-term recovery vs disaster relief in humanitarian studies. The purpose of this paper is to highlight the thematic shift towards service operations during this developmental phase and explores the role of social entrepreneurial organizations. It builds from the literature on service operations management and social entrepreneurship to promote theory in humanitarian operations management. Design/methodology/approach This exploratory study uses literature concepts and field data from multiple development case studies of social entrepreneurial organizations and social enterprises in Africa and the Middle East to analyze service operations. Findings Clear contributions to the role of social entrepreneurship in providing humanitarian and development services were identified and categorized according to service operations management stages. Practical implications This paper has important practical implications. The positioning of social entrepreneurial organizations as humanitarian service providers would open opportunities for new collaborations between donors and social organizations. Mainstream NGOs dominate the scene of servicing local communities; leaving aside social entrepreneurial organizations with substantial room for innovation that they might bring to the sector. In addition, social entrepreneurial organizations’ ability to build business models and design sustainability and scalability aspects for their operations may bring long-term development to impoverished communities. Global NGOs as well as government actors who carry out the first three stages of humanitarian operations could plan on working with (or even help creating) social entrepreneurial organizations to help with long-term recovery. Originality/value This study examines the implications of two bodies of literature; service operations management and social entrepreneurship on humanitarian operations management research. It concludes with a conceptual framework emphasizing the contributions of social entrepreneurship in planning, development, delivery, and distribution of services in the long-term recovery humanitarian and development operations.

The contingency role of business strategy on the relationship between operations practices and performance

2014 ◽  
Vol 21 (5) ◽  
pp. 690-712 ◽  
Author(s):  
Jayanth Jayaram ◽  
Keah Choon Tan ◽  
Tritos Laosirihongthong
Keyword(s):  
Operations Management ◽  
Business Strategy ◽  
Lean Manufacturing ◽  
Management Practices ◽  
Total Quality ◽  
Content Type ◽  
Competitive Edge ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to examine the direct influence of three types of operations management practices, namely total quality management (TQM), lean manufacturing (LEAN), and supply chain management (SCM) on operational performance. Design/methodology/approach – Cluster analysis is used to classify data collected from Thai manufacturing firms into three business strategy clusters of cost leadership, differentiation, and focussed strategy. Next, multiple-regression analysis was used to test the relationships between operations management practices and performance in each of the three strategy clusters. Findings – Results show that all three operations management practices were significantly associated with performance including the interaction of TQM and SCM. Also, the interaction of LEAN and SCM significantly affected performance for firms pursuing focussed business strategy. Practical implications – Manufacturers in developing nations can use this result to deploy appropriate operations management practices to enhance their competitive edge. Originality/value – This study explores the cross-functional alignment between strategies and practices, which have been transferred from developed to developing countries.

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