Operations Management

Re-evaluates mainstream issues. Specialists contribute their experiences and thoughts on strategy (regards operations as an asset in their own right), methodology (examines approaches towards process improvement), technology (asks why implementation of technology problems dog organizations) and human issues (repositions human input to the top).

Introduction THEME 1: OPERATIONS AS STRATEGY Operations-Based Strategy - Robert Hayes and David Upton Resource-based Competition and the New Operations Strategy - St[ac]ephane Gagnon Stakeholder Capitalism and the Value Chain - Edward Freeman and Jeanne Liedtka Managing the Transition from Products to Services - Rogelio Oliva and Robert Kallenburg In Defense of Strategy as Design - Jeanne Liedtka THEME 2: APPROACHES AND TECHNIQUES Leveraging Management Improvement Techniques - Kenneth Euske and Steven Player A Critical Examination of the Business Process Re-Engineering Phenomenon - Stefano Biazzo Best Practice in Business Excellence - John Oakland, Steve Tanner and Ken Gadd The Fallacy of Universal Best Practices - H J Harrington THEME 3: THE ROLE OF TECHNOLOGY Technology, the Technology Complex and the Paradox of Technology Determinism - James Fleck and John Howells IT-Enabled Business Transformation - N Venkatraman From Automation to Business Scope Redefinition Executive Forum - Robert M Price Technology and Strategic Advantage Technology Infusion in Service Encounters - Mary Jo Bitner, Stephen Brown and Matthew Meuter Integrating Environmental Issues into the Mainstream - Linda Angell and Robert Klassen An Agenda for Research in Operations Management THEME 4: HUMAN ISSUES Seven Practices of Successful Organizations - Jeffrey Pfeffer A Framework for Linking Culture and Improvement Initiatives in Organizations - James Detert, Roger Schroeder and John Mauriel Empowering Service Employees - David Bowen and E Lawler Client Co-Production in Knowledge-Intensive Business Services - Lance Bettencourt et al