Operations management theory: a four-level framework for next generation operations

A four-level framework developed in philosophy of science is used to review recent operations management research. Findings reveal that operations management research still bypass key observations and taxonomic steps of scientific inquiry. This blocks research that can move past middle range theories and that can engage with more abstract theoretical levels and also stops the development of theories specific to the field of operations management. We recommend adopting the 4-level framework to get rid of such 'bad habits'

Organisational design alternatives within international operations networks: a transaction cost perspective

This paper shows, through multiple case studies of Moroccan textile apparel offshore factories, that one organisational design does not fit all within international operations networks. Whereas previous research about managing networks of foreign factories has focused on fully owned production affiliates, a considerable diversity of organisational arrangements is shown to exist. Analysed in the light of transaction cost theory, this diversity suggests that the cost of coordination of foreign factories operating in culturally different countries is high, and has possibly been overlooked in international operations management research. As this paper is primarily a piece of exploratory research, its aim is to document the hybrid arrangements, between markets and hierarchies, that are used by multinationals to cope with coordination costs in practice. Moreover, the potential of 'supply chain outposts', as an organisational innovation used to cope with high coordination requirements, is highlighted

Exploitation versus Exploration in Island Economies: A Brand Diagnostic Perspective

It is important for islands to discover their genuine competencies and capabilities in order to find their place in an evolving global economy. Economic self‐discovery, however, is difficult because exploitative mechanisms (investing in old ideas) tend to naturally dominate economic behaviour when compared to exploration mechanisms (investing in new ideas). In this paper, a brand diagnostic tool is used to distinguish islands with unique brand images from islands with relatively common brand images. Through a simulation of the mutual learning processes within the social networks of these islands, this paper shows that economic self‐discovery is facilitated in islands with strong and unique branding strategy, as a strong holistic brand frame exploration activities by reducing ambiguity and confusion. Islands with common brand images fail to strengthen their brands because of the predominance of exploitative mechanisms in their economies and as a result enter a vicious circle where increasing brand dilution and confusion blocks the exploration and discovery of new ideas

Island Branding, Identity, and Economic Self-Discovery: A Simulation Model

This paper argues that challenges faced when implementing a nation brand can be better understood and visualised through a simulation approach. A conceptual model of the collective learning process triggered by branding is formulated and its properties are investigated through a Monte Carlo simulation. The implications of the model are illustrated through two different branding projects in the Isle of Man: the Freedom to Flourish brand and the development of the Isle of Man International Tax Personality. The paper shows that a successful nation branding project depends more on an effective management and support of a set of social dynamics processes rather than on formulating a brand statement accurately in the first place

Sustainable consumption as a constraint to sustainable production

This paper trials the use of q-analysis as a data analysis method to investigate what are the constraints to sustainability for the UK offshore wind industry. q-analysis is used to remove the indeterminacy of an interpretive case study methodology when trying to identify bottlenecks to sustainability. In the sample case study used in this paper, factors exogenous to the industry and its supply chains are shown to be the bottleneck, revealing a case where a lack of interest in sustainable consumption is the constraint to achieving sustainable production

A critical review of the social dimension of sustainability in operations management research

This paper argues that too often operations management research investigating the social dimension of sustainability is research about corporate social responsibility rather than research about the sustainability trade-offs that make being sustainable a challenging endeavour. A typology of elementary sustainability trade-offs is developed and is applied to three case studies to better understand the scope and challenges of social sustainability research in operations management

Behaviour, the theory of constraints, and the future of sustainable supply chain management

The research applies Siemsen et al.'s Constraining Factor Model (CFM) to sustainable supply chain management. This involves two case studies, one in offshore wind farm development and another in heavy manufacturing. In both, there was an inability to maximise improved environmental performance. Analysis reveals the constraining factors, which CFM defines either in terms of motivation, opportunity and ability. Exogenous opportunity factors are found to constrain the focal firms and their supply chains maximising improved macro-scale environmental performance. These include regulatory, macro-economic and socio-psychological (behavioural) factors

Strategic trade-offs and sustainable supply chains

Supply chain management researchers typically do not concern themselves with social acceptance. This is paradoxical as processes of social acceptance shape supply chain networks, influence location decisions, and define the underlying values from which supply chain design principles are formulated. Through a case study of the UK electricity supply chain and the decision not to build the Navitus Bay wind farm this paper concludes that the decision was the result of political processes that marginalise or ignore genuine sustainability trade-offs. It is unlikely that a truly sustainable electricity supply chain can ever be designed if such practices continue

Teaching operations planning at the undergraduate level

It is often challenging to make decisions about how to teach planning within an undergraduate operations management module. This article defines and compares the two standard options available to instructors: (a) the traditional “technical” approach or (b) the “conceptual” or “conversational” approach. Through a reflective action research methodology, this article examines modules taught with both approaches. From a learning theory standpoint, the conclusion is that the technical approach does a good job of staging learning in manageable chunks, but students rarely end up with an insightful understanding of planning systems. The conceptual approach offers more opportunities for learning, but these opportunities can only be taken advantage of if students engage and have enough knowledge prerequisites. To overcome the limitations of these two approaches, this article describes a more robust active learning approach based on using substitute experiences

Stimulating Supply Chain Manufacturing Growth: Can Policy Create Supply Chains from a Void?

The UK has introduced in 2014 the Supply Chain Plan, which requires that a sufficient number of parts and services associated with the construction of a wind farm are sourced from the UK. This requirement is the last instalment in a series of policy measures attempting to increase local content, but its effectiveness is questionable in terms of achieving the industrial dynamics associated with the creation of centres of excellence through smart specialisation. Based on the experience acquired in 3 different applied research projects about creating local offshore wind supply chains, we use a behavioural theory of the firm theoretical approach to assess the alignment between policy and stakeholders' respective behaviours. We conclude that the Supply Chain Plan is very likely to be a case of escalation of commitment, and as such, a policy of questionable rationality