Managing E-Operations for Comptitive Advantage

This paper reports the initial stages of a research project investigating how UK-based organisations undertaking electronic commerce are seeking competitive advantage through the management of their e-operations. Success in e-business depends on the extent to which the dramatic increase in connectivity offered by the Internet can be harnessed to improve efficiency and effectiveness in managing business processes that produce and deliver goods and services. This requires the integration of operations management and information systems both within the organisation and with supply chain partners. Results from a cross-case analysis of seven companies (three manufacturers and four financial service companies) that have converted from bricks-and-mortar to clicks-andmortar are reported. These indicate that: (1) e-commerce investments are mainly driven by a fear of being left behind by competitors rather than a desire to improve business process performance; (2) e-commerce investments tend to automate rather than re-design existing processes; (3) e-operations are run as a discrete set of processes, with little or no integration between eoperations information systems and those of the bricksand-mortar operations; (4) there is a lack of formal performance measures for e-commerce investments; (5) legacy systems and a lack of industry standards are major encumbrances to information systems integration

Adjustment and differences in farm performance; A farm management perspective from the Netherlands

There are differences in performance between farmers. In the Netherlands this has been a major topic of research for at least 30 years. Research has shown that the managerial capacities of farmers play a major role in differences in economic and environmental performance. Management can be measured and the optimal level is not the maximum level. Farmers differ in their objectives, competences and local external situation and there-fore their strategies. These strategies can be identified. In recent years strategic management has become more important and this can be supported with consultancy. Farmers also differ in their adoption and innovation behaviour. These micro-economic results, which correlate with large differences in income and high prices of fixed assets with a limited supply, can be explained as being consistent with economic theory on perfect markets. Although these findings suggest that some farm households have attractive strategies that can cope with policy adjustments, the research supports the hypothesis but does not (yet) prove that a severe adjustment of agricultural policy e.g. towards a more market oriented policy, induces more innovation, and that due to this innovation the effects of adjusting the agricultural policy are less severe than estimated ex ante with current dynamic policy models.Farm Management,