Risk perception and decision making in the supply chain: theory and practice

For over sixty years, academics and practitioners from different backgrounds, including psychology, sociology, and management, have studied the perception of risk and how different decision making affects daily life and business activities. Although it is almost six hundred years since Machiavelli stressed the importance of calculation of risk and effective response to it, approaches to risk measurement and assessment, and to decision making in risky situations, continue to develop and evolve. In the business world, managers strive to find ways to understand how different internal and external factors influence risk, how to judge and interpret the available evidence on the possibility of loss, and how to take individual actions to manage the risk (Slovic 2000). In this decade, a number of risk management frameworks (e.g. IS031000) have been proposed and employed in different areas. These frameworks provide foundations and building blocks for managers to collect available data to analyse risk. Most importantly, such frameworks allow managers to gather knowledge intellectually, to properly judge their experience and to assess the current situation, so as to enter into the most appropriate decision

What Firms Make vs. What They Know: How Firms\u27 Production and Knowledge Boundaries Affect Competitive Advantage in the Face of Technological Change

Product innovation often hinges on technological changes in underlying components and architectures, requiring extensive coordination between upstream component development tasks and downstream product development tasks. We explore how differences in the ways in which firms are organized with respect to components affect their ability to manage technological change. We consider how firms are organized in terms of both division of labor and division of knowledge. We categorize product innovations according to whether they are enabled by changes in components or by changes in architectures. We test our predictions in the context of the global dynamic random access memory industry from 1974 to 2005, during which it transitioned through 12 distinct product generations. We find that vertically integrated firms had, on average, a faster time to market for new product generations than nonintegrated firms. The performance benefit that firms derived from vertical integration was greater when the new product generation was enabled by architectural change than when it was enabled by component change. We also find that although many nonintegrated firms extended their knowledge boundaries by developing knowledge of outsourced components, the performance benefits from such knowledge mostly accrued to “fully nonintegrated” firms (i.e., those that did not vertically integrate into any upstream component), rather than “partially integrated” firms (i.e., those that vertically integrated into some components but not others). Our study makes a strong case for the value of integrating the knowledge- and governance-based theoretical perspectives to broaden our examination of how firms organize for innovation and to uncover the technological and organizational sources of performance heterogeneity

Дослідження системи операційного менеджменту організації, на прикладі Apple Computer, Inc

The object of investigation is the process of managing of operating activities of Apple, Inc. The aim of the work is to formulate theoretical approaches and to develop practical recommendations on directions of improvement of operating management at the organization. Research methods cover methods of analysis, synthesis, comparison, detailing, system approach. This master’s research paper analyzes the operational management of Apple, Inc. and provides recommendations for it’s improvement. In particular, the main directions of solving the problems of operational management of the company have been outlined, the proposals on improvement of expansion distribution network and organization of innovative activity of the Apple Inc. have been made.Об'єкт дослідження ‒ процес управління операційною діяльністю компанії Apple, Inc. Мета дослідження - формування теоретичних підходів та розробка практичних рекомендацій щодо напрямів вдосконалення системи операційного менеджменту компанії Apple, Inc. Методи дослідження: методи аналізу, синтезу, порівняння, деталізації, системний підхід. У роботі проведено аналіз операційного менеджменту Apple, Inc., а також викладені рекомендації щодо його вдосконалення. Зокрема, окреслено основні напрями вирішення проблем операційного менеджменту компанії, внесено пропозиції щодо розширення дистриб’юторської мережі, а також вдосконалення організації інноваційної діяльності Apple Inc.Introduction 6 CHAPTER 1 THE THEORETICAL FRAMEWORK OF OPERATIONAL MANAGEMENT 8 1.1 Meanings and definition of operational management 8 1.2 Principles and methods of operations management 12 1.3 Factors affecting the Operations activity of Apple Inc. company 21 CHAPTER 2 RESEARCH AND ANALYSIS 31 2.1 Сompany introduction 31 2.2 SWOT - analysis of Apple Inc. Company 46 2.3 Analysis of operation management at Apple Inc 50 CHAPTER 3 RECOMMENDATIONS FOR IMPROVING OF OPERATIONAL MANAGEMENT AT THE APPLE INC 63 3.1 The main directions of solving operational management problems of the company 63 3.2 Recommendations concerning improvements of Distribution in the organization 65 3.3 Recommendations concerning improvements of innovative activity at the organization 67 CHAPTER 4 SPECIAL PART 73 4.1 Current trends in the field 73 4.2 Company policy in the market 75 CHAPTER 5 RATIONALE FOR RECOMMENDATIONS 77 5.1 Statement for recommendations at Company 77 CHAPTER 6 OCCUPATIONAL HEALTH AND SAFETY AT THE ENTERPRISE 79 6.1 The aim of occupational health 79 6.2 Organization of occupational health and safety at the enterprise 86 CHAPTER 7 ENVIRONMENTAL ISSUES 92 7.1 Environmental issues in the field 92 7.2 Еnvironmental factors 94 Conclusions 96 References 98 Appendices 10

Capabilities and Governance the Rebirth of Production in the Theory of Economic Organization

We argue that since Coase’s seminal 1937 paper on “The Nature of the Firm,” there has been an odd and unjustified separation between price theory and the economics of organization. For example, matters of production has been the domain of the former exclusively. However, a new approach to economic organization, here called “the capabilities approach,” that places production center-stage in the explanation of economic organization, is now emerging. We discuss the sources of this approach and its relation to the mainstream economics of organization.Capability, Theory of the Firm, Price Theory

Future-proofing the state: managing risks, responding to crises and building resilience

Summary: This book focuses on the challenges facing governments and communities in preparing for and responding to major crises — especially the hard to predict yet unavoidable natural disasters ranging from earthquakes and tsunamis to floods and bushfires, as well as pandemics and global economic crises. Future-proofing the state and our societies involves decision-makers developing capacities to learn from recent ‘disaster’ experiences in order to be better placed to anticipate and prepare for foreseeable challenges. To undertake such futureproofing means taking long-term (and often recurring) problems seriously, managing risks appropriately, investing in preparedness, prevention and mitigation, reducing future vulnerability, building resilience in communities and institutions, and cultivating astute leadership. In the past we have often heard calls for ‘better future-proofing’ in the aftermath of disasters, but then neglected the imperatives of the message. Future-Proofing the State is organised around four key themes: how can we better predict and manage the future; how can we transform the short-term thinking shaped by our political cycles into more effective long-term planning; how can we build learning into our preparations for future policies and management; and how can we successfully build trust and community resilience to meet future challenges more adequately

Enabling Sustainable Organizational Change: A Case of Cognitive Diversity in the Automotive Industry

In diverse societies such as South Africa, organizations continue to face inclusion challenges when implementing change. This study proposes a different method and new dimension of diversity management within the cognitive diversity construct, namely human niche theory, to tackle the diversity dilemma of exclusivity. The research question asked whether human niche theory, as a defined concept within cognitive diversity, could be utilized by managers to enable inclusion and promote sustainable organizational change implementation. Conceptually, this paper relates human niche theory to seven themes in the change process, namely, communication, training, motivation, resources, control, monitoring, and feedback. An exploratory single case study in a multicultural South African automotive organization that implemented a company-wide technology change project was used as a unit of analysis. The single case study revealed a new understanding of change implementation processes using the human niche theoretical framework related to radical technological change implementation. Data collection included in-depth interviews, focus group sessions, solicited company data, field notes, and observations. Content and comparative data analysis were used to present findings. This research showed that managers’ awareness of human niche theory in terms of cognitive diversity could assist in managing diversity, enabling inclusion, and change effectiveness in the organization, while minimizing emotional exclusion

The impact of a firm’s make, pseudoâ make, or buy strategy on product performance

The bulk of the product architecture and makeâ buy choice literature deals with product architecture changes from integral to modular form. This development is often associated with a firm’s tendency to change from a make to a buy strategy. However, a few studies investigate the change of product architecture in the reverse direction â from modular to integral form â and the subsequent change in the firm sourcing decision from a buy to a make strategy. These studies hold to the presumption that a firm following a make strategy will outperform firms following a buy strategy in dealing with integral product architectures. Based on the knowledgeâ based view, we argue for the viability of a sourcing strategy between the pure make and buy strategies â a pseudoâ make strategy. We also argue that as product architecture changes from a modular to integral form, firms adopting this pseudoâ make strategy are likely to show better product performance than firms following a pure make or buy strategy due to the relative knowledge advantages of the pseudoâ make strategy in dealing with the integral product architecture. We examine the impact of the make/pseudoâ make/buy strategies on product performance in the U.S. bicycle derailleur and freewheel market from 1980 to 1992 and provide theoretical and managerial implications of our results. Our findings highlight an important distinction between the pseudoâ make and makeâ buy strategies that has not previously been fully appreciated in the extant literature, and as a result increases our understanding of why some firms do not switch strategies from a buy to a make strategy when product architecture changes from modular to integral form as previously expected.Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/146818/1/joom289.pd

Science, Technology and Innovation Management: Contributions to a Methodological Framework

The article discusses the specificities of science and technology development and innovation processes in organizational arena and their implications for planning and management. It proposes that ST&I processes must be planned and managed as evolutionary processes defined by targeted attitudes to search routines and an understanding of the selective instances in which organizations are embedded, taking into consideration the distinct institutional elements that mediate such relations. To deal with this framework, the article proposes a methodological framework comprising a set of building blocks to help managers deal with the challenge of innovation. The building blocks are: (1) indeterminacy; (2) the profile of the professionals involved and the organizational culture; (3) the collective logic associated with the complexity of non-linear, dynamic and adaptive systems; and (4) the logic of the scope economies associated with knowledge production. The methodology is applied in a case study of the Brazilian Agricultural Research Corporation, Embrapa

People centred eco-design: consumer adoption of low and zero carbon products and systems

Literature review, research model and findings of exploratory empirical research on consumer adoption and effective use of low and zero carbon technologies ranging from a hybrid car to solar water heating systems