Towards collaborative supply chains

This paper discusses collaborative supply chains. It was presented at the 16th international conference of the european operations management association in 2009

Investigating the role of innovation over collaborative relation intensity in supply chains

This paper discusses investigating the role of innovation over collaborative relation intensity in supply chains. It was presented at the 17th international conference of the European operations management association

Fundamental concepts in management research and ensuring research quality : focusing on case study method

This paper discusses fundamental concepts in management research and ensuring research quality. It was presented at the European Academy of Management annual conference in 2008

Strategy dynamics in small to medium-sized enterprises : Evidence from UK manufacturing SMEs

This paper discusses the strategy management in small to medium-sized enterprises. It was presented at the 16th international European operations management association conference in 2009

Understanding and managing the manage processes

This paper discusses understanding and managing the manage processes. It was presented at the conference of the Performance Measurement Association in 2004

Driving continuous improvement

The quality of improvement depends on the quality of leading and lagging performance indicators. For this reason, several tools, such as process mapping, cause and effect analysis and FMEA, need to be used in an integrated way with performance measurement models, such as balanced scorecard, integrated performance measurement system, performance prism and so on. However, in our experience, this alone is not quite enough due to the amount of effort required to monitor performance indicators at operational levels. The authors find that IT support is key to the successful implementation of performance measurement-driven continuous improvement schemes

Development of a collaborative supply chain model

This conference paper discusses the development of a collaborative supply chain model. It was presented at the 17th international conference of the European operations management association in 2010

A metric for collaborative networks

The objective of this paper is to provide a metric that could be used to define success in acollaborative network. Design/methodology/approach - The methodology of this research consists of four stages: Review, Constructing, Testing and Description. Review stage comprised of a critical review of theliterature in order to understand the characteristics of collaborative network organisations and thereasons behind the successes and failures in collaborative networks. Construction stage resulted indevelopment of a metric for collaborative networks. Testing stage tested the model through case studyin a collaborative networks organisation. The outcome of the case study was discussed at thedescription stage to assess usability and usefulness of the metric for participants in turn to generatec onclusions

To outsource or not to outsource!

In this article we will take a look at the phenomena of outsourcing as an overarching business concept that is, in short, about contracting of a specific bit of our business to a third part organisation. Consequently, outsourcing is a natural part of the make, share or buy continuum, as illustrated in Figure 1. We would, therefore, argue that outsourcing is not a new business phenomena as it has been commonly practiced since the early times of industrialisation, even though recently it has been enjoying renewed attention fuelled by the globalising forces

Interplay between performance measurement and management, employee engagement and performance

Purpose - The literature recognises the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Methodology - We conducted explorative action research involving pilot and control groups from two departments of a UK bank. Our Findings show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Limitations - The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand, in a wider range of contexts, the interplay between performance measurement, performance management, employee engagement and performance. Practical implications - Our work contributes to the wider theory on performance measures and gives practical guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality - Our study makes three main contributions. First, we introduce a new theoretical framework based the organisational control theory that provides a robust theoretical basis for future research. Second, through nine propositions we establish a clear causal relationship between performance measurement, performance management, employee engagement and performance. Third, we identify a gap in knowledge concerning design of organisational controls in the context of the process that is being managed