Strategic operations management: the new competitive advantage

2003 ◽  
Vol 9 (5-6) ◽  
pp. 269-270
Author(s):  
Nigel Caldwell
Keyword(s):  
Competitive Advantage ◽  
Operations Management

scholarly journals Implementation of Mass Customization for competitive advantage in Indian industries: a structural equation model

2021 ◽  
Author(s):  
Piu Jain ◽  
Suresh Garg ◽  
Gayatri Kansal
Keyword(s):  
Competitive Advantage ◽  
Mass Customization ◽  
Operations Management ◽  
Structural Equation ◽  
Analytical Framework ◽  
Equation Model ◽  
Market Demand ◽  
Indian Origin ◽  
Using Data ◽  
Indian Industries

Abstract The enduring fluctuations in market demand, exemplified by exceedingly unpredictable customer requirements have given rise to Mass customization, which is acquiring increasing prominence in production and operations management. Fostering on the foundation laid by erstwhile researcher Hart[1], who developed an analytical framework of four pillars of mass customization for organizations, the objectives of this research are to obtain additional discernments on the nature of linkage between the four pillars and MC, in addition to their impact on competitive advantage. The current work is an attempt to explore the mass customization ability of manufacturing organizations of Indian origin and its impact on organisational performance and to propose a comprehensive assessment and decision-making model for manufacturers to implement mass customization for competitive benefits. Literature support is expanded and validated using data collected through survey conducted among managers of various divisions of organization of Indian origin. The final sample contains 276 usable observations. Data analysis was performed expending structural equation modelling(Amos Graphics).

Lean Six Sigma Implementation Framework Using Resource-Based Theory Approach

2019 ◽  
pp. 287-304 ◽  
Author(s):  
Michael Sony
Keyword(s):  
Competitive Advantage ◽  
Operations Management ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Organizational Strategy ◽  
Theory Approach ◽  
Implementation Framework ◽  
Integration Framework ◽  
Firm Capability ◽  
Resource Based Theory

Resource-based theory (RBT) is one of the most popular paradigms in operations management. Lean Six Sigma (LSS) is the most widely used business improvement initiative for the last two decades. The previous LSS frameworks were concentrated on the LSS processes, and none of them proposed a link between organizational strategy, organizational resources and capabilities for gaining competitive advantage. The purpose of this chapter is to construct an RBT-based LSS framework. By reviewing the previous literature on RBT, LSS and organizational strategy, this chapter builds an implementation framework. This framework considers the firm resources, firm capability, competitive advantage, and LSS integration as the foundation of a firm's strategy. The research suggests that application of RBT can add richness to LSS implementation within an organization, which will bring practical implications for forming the resource-based strategy in the organizations leading to competitive advantage. This is the first chapter to suggest an integration framework of RBT with LSS for strategy implications.

scholarly journals Assortment Rotation and the Value of Concealment

2020 ◽  
Author(s):  
Kris Johnson Ferreira ◽  
Joel Goh
Keyword(s):  
Competitive Advantage ◽  
Operations Management ◽  
Structural Difference ◽  
Product Categories ◽  
Multiple Products ◽  
Online Retailers ◽  
Relative Product ◽  
Brick And Mortar ◽  
Context Dependent ◽  
General Conditions

Assortment rotation—the retailing practice of changing the assortment of products offered to customers—has recently been used as a competitive advantage for both brick-and-mortar and online retailers. We focus on product categories where consumers may purchase multiple products during a season and investigate a new reason why frequent assortment rotations can be valuable to a retailer. Namely, by distributing its seasonal catalog of products over multiple assortments rotated throughout the season, as opposed to selling all products in a single, fixed assortment, the retailer effectively conceals a portion of its full product catalog from consumers, injecting uncertainty into the consumer’s relative product valuations. Rationally acting consumers may respond to this structural difference by purchasing more products, thereby generating additional sales for the retailer. We refer to this phenomenon as the value of concealment and show that the retailer enjoys a positive and significant value of concealment under quite general conditions. However, we show that when consumers are forward looking, the value of concealment is context dependent. We present insights and discuss intuition regarding which product categories likely lead to a positive versus negative value of concealment. This paper was accepted by Vishal Gaur, operations management.

scholarly journals Making sense of Big Data – can it transform operations management?

2017 ◽  
Vol 37 (1) ◽  
pp. 37-55 ◽  
Author(s):  
Olga Matthias ◽  
Ian Fouweather ◽  
Ian Gregory ◽  
Andy Vernon
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Operations Management ◽  
Two Dimensions ◽  
Application Framework ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Service Operations Management ◽  
Impact Of Technology ◽  
The Impact

Purpose The purpose of this paper is to focus on the application and exploitation of Big Data (BD) to create competitive advantage. It presents a framework of application areas, and how they help the understanding of targeting and scoping specific areas for sustainable improvement. Empirical evidence demonstrates the application of BD in practice and tests the framework. Design/methodology/approach An exploratory approach is adopted to the secondary research which examines vendors’ offerings. The empirical research used the case study method. Findings The findings indicate that there is opportunity to create sustainable competitive advantage through the application of BD. However there are social, technological and human consequences that are only now beginning to emerge which need to be addressed if true long-term advantage is to be achieved. Research limitations/implications The research develops a framework and tests it only in two dimensions. This should be expanded. The vendor analysis limitations lie within the nature of the information available and the difficulties in mitigating against bias. Practical implications The suggested framework can help academics and managers to identify areas of opportunity to do so, setting new levels of performance and new agendas for business. Originality/value This work contributes to service operations management, building on Kranzberg (1986) and the impact of technology and on Fosso Wamba et al. (2015) by developing a systems application framework to further understanding of BD from a practical perspective to extend their research taxonomy insights. The case studies demonstrate how the use of BD enhances operational performance.

scholarly journals Sustainable Operations Management Practices and Competitive Advantage of Manufacturing Firms in Kenya

2020 ◽  
Vol 16 (28) ◽  
Author(s):  
Rehema Swalehe ◽  
Stephen Odock ◽  
Gituro Wainaina
Keyword(s):  
Competitive Advantage ◽  
Operations Management ◽  
Structural Equation ◽  
Management Practices ◽  
Population Sample ◽  
Manufacturing Firms ◽  
Primary Data ◽  
Equation Modeling ◽  
Sustainable Operations ◽  
Sustainable Operations Management

Sustainable Operations Management refers to strategies, actions, and techniques that support operational policies in achieving environmental and economic objectives. This paper focuses on examining the effect of Sustainable Operations Management Practices on the competitive advantage of manufacturing firms in Kenya. Despite the importance of green innovation to green issues and success in the business, a review of studies revealed limited information in connection to the strategic role played by sustainable operations technologies. This paper adopted a positivist philosophy to the development of knowledge and used a cross-sectional survey research design. The population sample consisted of 903 manufacturing firms registered with the Kenya Association of Manufacturers. A sample size of 277 was calculated using Slovin’s formula, and a sample of 300 was used to cater for non-response. Primary data was collected. Validity and reliability were also tested and finally, data was analyzed using covariance-based Structural Equation Modeling (SEM). The results showed that Sustainable Operations Management Practices have a significant influence on a firm’s competitive advantage. The main conclusion was that Sustainable Operations Management Practices lead to minimized operating costs, enhanced satisfaction of employees, and environmental improvement leading to competitive advantage. The paper recommends the implementation of Sustainable Operations Management Practices by manufacturing firms since it comes with some advantages. The findings of the paper are relevant to the advancement of environmental policy and practices. It also adds knowledge by providing theoretical underpinning, conceptual and methodological references.

scholarly journals Creativity and Innovation Under Constraints: A Cross-Disciplinary Integrative Review

2018 ◽  
Vol 45 (1) ◽  
pp. 96-121 ◽  
Author(s):  
Oguz A. Acar ◽  
Murat Tarakci ◽  
Daan van Knippenberg
Keyword(s):  
Industrial Organization ◽  
Organizational Behavior ◽  
Competitive Advantage ◽  
Operations Management ◽  
Marketing Research ◽  
Theoretical Development ◽  
Scarce Resources ◽  
Mediating Mechanisms ◽  
Creativity And Innovation ◽  
Substantial Interest

Generating creative ideas and turning them into innovations is key for competitive advantage. However, endeavors toward creativity and innovation are bounded by constraints such as rules and regulations, deadlines, and scarce resources. The effect of constraints on creativity and innovation has attracted substantial interest across the fields of strategic management, entrepreneurship, industrial organization, technology and operations management, organizational behavior, and marketing. Research in these fields has focused on various constraints that trigger distinct mediating mechanisms but is fragmented and yields conflicting findings. We develop a taxonomy of constraints and mediating mechanisms and provide an integrative synthesis that explains how constraints affect creativity and innovation. Our review thus facilitates cross-disciplinary learning and sets the stage for further theoretical development.

Operations management e sanità: un sistema di supporto alle decisioni per la programmazione della chirurgia elettiva

MECOSAN ◽  
2014 ◽  
pp. 55-69
Author(s):  
Alessandro Agnetis ◽  
Alberto Coppi ◽  
Matteo Corsini ◽  
Gabriella Dellino ◽  
Carlo Meloni ◽  
...  
Keyword(s):  
Operations Management

Tingkat Kepuasan Nasabah Pada Bank Syariah Mandiri Cabang Bogor

2019 ◽  
Vol 4 (2) ◽  
pp. 34
Author(s):  
Priyo Wismantoro ◽  
Fika Dwiyanti
Keyword(s):  
Quality Of Service ◽  
Customer Satisfaction ◽  
Service Quality ◽  
Competitive Advantage ◽  
Customer Service ◽  
General Level ◽  
Customer Focus ◽  
Quality Improvements ◽  
Level Of Satisfaction

Business banking is a service business based on principles of trust and t5he customer is a major asset. Under conditions of business competition among banks strict bank that has resulted in only a competitive advantage (compatative advantage as well as a competitive advantage) who can reach the highest position in the eyes of cusmers or the public. Competitive advantage can be obtained from the quality of customer servicr, so the focus on customers (customer focus), responsive to the development of customer desires and continuously innovate is an acitivity that can be done to anticipate the cimpetitive conditions. In this case, the bank should always evaluate the quality of service given to customers and is reflected in the level of customer satisfaction obtained. Rate the quality of service branch of bank syariah mandiri bogor whole is still under service, because it still was below expectations, this is evident also that the general level of service is still not meeting customer expectations, because the level of hope (expectation0 the customer is generally higher than the level of performance (perfromance) or perception(perception)customer.        Empathy dimension of service quality dimensions are most critical or have any impact on the most powerful influence on the level of satisfaction. In this case, the willingness og bank syariah mandiri branch bogor provide individual attention in serving its clients is crucial. Empathy dimension attributes inclide individual attention, operational time , personal attention, giving interests, and understand the needs. These attributes is the main priority of service quality improvements are intensive and comprehensive.           Customer service strategy to be implemented by the management of bank syariah mandiri in perspective five dimensioris of service quality(tangibles, realiability,responsiveness, assurance and empathy) looks not optimal. In an effort to provide the best service (service excellence) and focus to the customer(customer focus), then the customer satisfaction can be obatained with significantly improved and the improvement of quality of serivice aspects and impticalions of the strategy need to be consldered

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