Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000004702084 | TS155 O63 2005 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
`This reader is an outstanding piece of work. It captures the essence of operations management by providing an interesting and sometimes provoking set of readings. It also provides an excellent review of the topic. Its approach to operations management is both topical and comprehensive. The editors have done an outstanding job of including many of the significant recent developments in the area, particularly in the technology and operations strategy areas′ - Nigel Slack, Professor of Operations Strategy, Warwick University
How have consumer demands, environmental and ethical concerns, the advancement of technology and the globalization of business changed and redefined operations management?
This Reader explains new and emerging areas and re-evaluates some important mainstream issues. Leading specialists contribute their experiences and thoughts on four key areas. They are:
- Strategy - makes the case for regarding operations as a strategic asset in their own right
- Methodology - examines the myriad of approaches taken towards process improvement
- Technology - asks why problems associated with the implementation of technology continue to dog organisations
- Human Issues - repositions human input to the top of the operational agenda
Table of Contents
| Introduction |
| Theme 1 Operations as Strategy |
| Operations-Based StrategyRobert Hayes and David Upton |
| Resource-based Competition and the New Operations StrategySt[ac]ephane Gagnon |
| Stakeholder Capitalism and the Value ChainEdward Freeman and Jeanne Liedtka |
| Managing the Transition from Products to ServicesRogelio Oliva and Robert Kallenburg |
| In Defense of Strategy as DesignJeanne Liedtka |
| Theme 2 Approaches and Techniques |
| Leveraging Management Improvement TechniquesKenneth Euske and Steven Player |
| A Critical Examination of the Business Process Re-Engineering PhenomenonStefano Biazzo |
| Best Practice in Business ExcellenceJohn Oakland and Steve Tanner and Ken Gadd |
| The Fallacy of Universal Best PracticesH J Harrington |
| Theme 3 The Role of Technology |
| Technology, the Technology Complex and the Paradox of Technology DeterminismJames Fleck and John Howells |
| IT-Enabled Business TransformationN Venkatraman |
| From Automation to Business Scope Redefinition |
| Executive ForumRobert M Price |
| Technology and Strategic Advantage |
| Technology Infusion in Service EncountersMary Jo Bitner and Stephen Brown and Matthew Meuter |
| Integrating Environmental Issues into the MainstreamLinda Angell and Robert Klassen |
| An Agenda for Research in Operations Management |
| Theme 4 Human Issues |
| Seven Practices of Successful OrganizationsJeffrey Pfeffer |
| A Framework for Linking Culture and Improvement Initiatives in OrganizationsJames Detert and Roger Schroeder and John Mauriel |
| Empowering Service EmployeesDavid Bowen and E Lawler |
| Client Co-Production in Knowledge-Intensive Business ServicesLance Bettencourt et al |
