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Operations management studies the process of transforming material, labor, energy, or ideas into goods or services. Operations strategy outlines how firms leverage their capabilities to achieve competitive advantage. While developing or possessing these capabilities is paramount, they must be successfully leveraged to yield competitive advantage. This thesis comprises three essays which consider how firms can successfully implement their operations strategy, specifically within the context of supply chain management, remanufacturing, and project execution. The first essay (Chapter 2) empirically investigates the performance benefits of operational slack and operational scope in dynamic environments. We investigate how contingent investments in operational slack and operational scope moderate the relationship between unstable and unpredictable markets on firm performance. The second essay (Chapter 3) considers how a firm's organizational structure and incentives influence its decision to participate in remanufacturing. Through a principal-agent structure, we determine the optimal sales agent commission structures and product portfolio of new and remanufactured product for the firm. The third essay (Chapter 4) considers the challenges of executing strategic initiatives. We recognize the dual role of performance metrics, they communicate the target outcomes (i.e., what types of project outcomes are sought), and at the same time they incentivize the organizational impetus (i.e., effort commitment) from the stakeholders. Using a game theoretic model, we investigate the implications of the target outcome (focused or flexible definition of success) and project uncertainty, which are dependent on the organizational structure of the firm.

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This research project constitutes an attempt to improve the construction industry's change management process by introducing the Form 'X' Control Mechanism as the means of establishing an effective method of project control. The traditional practice in the construction industry of appointing the principal designer as team leader has been challenged with the main criticisms on the traditional practice being his, or her, lack of managerial ability and his, or her, failure to control the financial aspects of the project. The traditional approach has remained essentially unchanged for more than a century but it has become increasingly questioned as the primary means of design management. One aim of the research, therefore, was to ascertain whether the traditional practices currently is use in the United Kingdom and Hong Kong could be improved upon. The research began by examining basic systems and project management concepts and noted the development of project management systems and structures for the construction industry. This was illustrated by reference to a number of articles and it was possible to argue that the industry lacked a comprehensive change control methodology. The research also provided evidence that the mechanisms used to exercise control in manufacturing industries could not be used to exercise control over construction projects. This is due, in the main, to the relatively short duration of construction projects and the transient nature of project personnel. Having examined the difficulties, it has been possible to devise a control methodology which couples communication and control and this mechanism has been adapted to fit existing industry practices. Using this criterion it was possible to formulate a control procedure which obviates the difficulties which can arise using the traditional approach to change management. The Form 'X' mechanism requires the design team to quantify, in financial and programme terms, the effect of design or construction changes, and to obtain the client's specific authority prior to revising the works. In doing so the Project Manager is able to determine the magnitude of all changes in terms of time, money and quality. The system is sufficiently flexible to enable it to be used world-wide, on projects of varying contract values and duration, and it requires only minor modifications to meet the provisions of the standard building and civil engineering conditions of contract. A variant of the proposed methodology was introduced by Hong Kong's Mass Transit Railway Corporation and utilised on a number of projects. These contracts were examined in detail, as were a number of Mass Transit Railway Corporation contracts which utilised the traditional approach to project control. The analysis showed that all of the projects on which the Form 'X' system had been used had been completed close to their original contract value whilst a number of the projects which did not use the control methodology suffered from significant cost over-runs. It was concluded that the Form 'X' methodology successfully eradicates many of the control problems which permeate the traditional approach to change management embodied in the standard conditions of contract for building and civil engineering works. The Form 'X' control approach was also shown to be popular with the Hong Kong Mass Transit Railway Corporation's senior management team, as well as with the consultants employed in the construction of the railway. The conclusion of the research project is that the Form 'X' procedure is a highly successful change control methodology which could be used throughout the world on a wide variety of building and civil engineering projects.

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This study examines the planning and control process of refurbishment projects. The methods of achieving integration in the process is the main focus of this study. The integrative mechanisms employed by refurbishment project organisations and their influence on planning performance were analysed. The integrative mechanisms include the involvement of the key participants in decision-making, lateral relations, planning and control procedures, communication skills and knowledge and information technology. This study also highlights the influence of the complexity and uncertainty of the refurbishment projects on the integrative mechanisms used in the process. In addition, this study examined how the organisation structure of the construction firms influences the extent to which the integrative mechanisms were used in the planning and control process. Both qualitative and quantitative data were used in this study. A preliminary questionnaire survey was initially conducted, followed by semi-structured interviews with planning and control managers of refurbishment contractors. A final postal questionnaire, developed and then refined from the interview data, was distributed to the planning and control managers of refurbishment contractors. A total of 67 completed questionnaires formed the data base for the quantitative analysis. This study concludes that the choice of the integrative mechanisms to be used in the planning and control process should be based on the nature of the complexity and uncertainty of refurbishment projects, the organisation structure of construction firm and the levels of planning performance required.

This thesis describes the development of an operational research model for the identification of determinating variables and prediction of contractor performance in Hong Kong. The mathematical technique used is the Discriminant Analysis approach. The model is also verified with two other analyses Multiple Regression Analysis and Unidimensional Scaling Analysis. One of the aims of the research is to betray the underlying factors that influence contractor performance which are measured in the clients' point of view. The second aim is to develop an accurate model for predicting contractor performance used by clients in vetting contractors. All aspects of the model's development are described, including the quantification of the variables, data collection, analysis of the model results, verification of the model results with other models and testing the model using independent data. Further, the variables adopted in the model are compared with the actual practices in Hong Kong. The predictive model produced by the study is made up of six variables measuring the three dimensions namely the inherent characteristics of the project, the contractor's internal attributes and the external influence of the project team, including the complexity of the project, the working experience of the project leaders, the percentage of professionally qualified staff in the company, the past performance of the contractor, the origin of the company and the architect's or client's supervision and control on the quality of work and work progress. However, the developed ndels should only be used as part of an assessment process and with caution as there are other unpredictable factors which are not able to quantify and include in the model such as the changing of the ccmpany structure and straty, change in management quality, profitability and the happening of overtrading. Nevertheless, the use of the model to exclude cximpanies fran tender lists could accelerate the contractor selection process and spare niore time for clients to concentrate on more important issues.

This portfolio paper aims to explore the general view on measurements in partnering construction projects from views of the practitioners who have participated in partnering projects in construction industry in Hong Kong. Measument perspectives are usually related to the performance of important aspects in a partnering project and key factors contributing to a project's success. The results indicate that there are significant differences within the important aspects and differences among the important aspects with respect to their performances in a partnering project. Practitioners review timely completion as the most important aspect and under-perform. Evaluation of key factors from the four categories contributing to the performance of a partnering project was undertaken. Results indicate that process is the most significant category. These papers intend to explore the important aspects as performance indicators of a successful partnering project and identify key factors contributing to the performance of a partnering project. It also explores the congenital problems in the construction industry which thwarts the success of implementation of a partnering project. / Thesis (DoctorateofBusinessAdministration)--University of South Australia, 2008.