銀行業的業務本質為由風險中獲取報酬，銀行經營過程亦存在許多不同的風險。近年來，金融市場的高度變動、新資訊科技的不斷應用、金融產品與服務的增加、財務工程之應用，甚或銀行業間無法停止之整合與購併，目的皆為使銀行經營朝向更好的方向不斷精進。然而，現象之另一面，亦代表更多複雜的跨單位、跨業務之流程規劃、資訊系統整合與內部人員管理，這使得妥善管理作業風險成為銀行業一項迫切重要的工作。本研究目的即在於瞭解銀行面對作業管理議題及相關管理層面之現況，探討銀行進行作業風險管理時可能遭遇之問題，並針對可能問題提出建議與看法，以健全銀行經營，確保股東及利害關係人之權益。 研究分析之過程，首先了解作業風險的定義，其次藉由風險管理最佳實務與策略運作五階段建立作業風險管理架構體系。而後，藉由個案研究之方式，分析個案銀行之作業風險管理流程與運行方式之狀況，瞭解個案銀行在作業風險管理模式下所投入之資源與人力，以及運作情況，並發掘作業風險管理過程中可能存在之問題。 由本研究探討之作業風險管理模式與當前問題中，可以發現：政府法令與主管機關之重視，對於各銀行之作業風險管理是莫大的動力；銀行善用人力資源管理之相關技巧，將有助於作業風險管理；清楚地認知作業風險管理之方向與組織架構，則有助於減少部門功能衝突，以及增加作業風險管理資源的使用效率。

What operational factors can explain the performance differences between manufacturing firms? Scholars have produced a significant volume of research that examines the linkages between operational factors (resources and practices) and firm performance. There is agreement that organizational capabilities mediate the relationship between operational factors and firm performance. However, due to the numerous and sometimes contradictory definitions of organizational capabilities in the literature and because organizational capabilities includes non-operational factors, it has been suggested that operational capabilities, as a sub construct of organizational capabilities, is more appropriate for establishing an empirical relationship between operational factors and firm performance. Scholars have argued that process improvement practices facilitate the development of operational capabilities, which can consequently lead to improved firm performance. Other scholars have argued that process improvement practices facilitate organizational knowledge creation, which can also influence firm performance. We integrate these two theoretical perspectives into a single conceptual model that better explains the relationship between knowledge-creating practices and firm operational performance. Specifically, we argue that knowledge-creating practices play a significant role in developing a firm’s operational capabilities, which in turn, influence firm operational performance. This research investigates the existence of a relationship between organizational knowledge creation and firm operational performance that is mediated by operational capabilities.

Thesis (doctoral)--Universität zu Köln, 2005. / Includes bibliographical references (p. 359-416).

Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T13:28:30Z No. of bitstreams: 1 Final paper_v9_revised.docx: 347831 bytes, checksum: 7615d182c08a36c0c2d0a4b02b5cdaf9 (MD5) / Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, Seu trabalho foi rejeitado conforme conversamos. Att, on 2014-03-18T14:32:07Z (GMT) / Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:04:49Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522958 bytes, checksum: 7c6da9306d3d96df4d50a63e67bf9ba9 (MD5) / Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, O Resumo é apos o ABSTRACT, primeiro é a lingua que o trabalho foi feito e depois coloca-se o resumo em Português. Att Pamela Tonsa - 3799 - 7852 on 2014-03-18T15:16:53Z (GMT) / Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:22:21Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) / Approved for entry into archive by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br) on 2014-03-18T16:29:06Z (GMT) No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) / Made available in DSpace on 2014-03-18T16:34:08Z (GMT). No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) Previous issue date: 2014-02-19 / Manufacturing strategy has been widely studied and it is increasingly gaining attention. It has a fundamental role that is to translate the business strategy to the operations by developing the capabilities that are needed by the company in order to accomplish the desired performance. More precisely, manufacturing strategy comprises the decisions that managers take during a certain period of time in order to achieve a desire result. These decisions are related to which operational practices and resources are implemented. Our goal was to identify the relationship between these two decisions with operational performance. We based our arguments on the resource-based view for identifying sources of competitive advantage. Hence, we argued that operational practices and resources affect positively the operational performances. Additionally, we proposed that in the presence of some resources the implementation of operational practices would lead to a greater performance. We used previous scales for measuring operational practices and performance, and developed new constructs for resources. The data used is part of the High Performance Manufacturing project and the sample is composed by 291 plants. Through confirmatory factor analysis and multiple regressions we found that operational practices to a certain extant are positively related to operational performance. More specifically, the results show that JIT and customer orientation practices have a positive relationship with quality, delivery, flexibility, and cost performances. Moreover, we found that resources like technology and people explain a great variance of operational performance.

The purpose of this research is to examine whether U.S. banks that announced material operational risk loss (oprisk loss) events can still enjoy a lower cost of capital. I use the bank's credit rating as a proxy for the cost of debt capital, and the actual oprisk loss amounts announced by publicly traded U.S. banks for $10 million and over during the period 1998 to 2012 compiled from my own database. I also investigate whether the type of oprisk loss event and business line in which the loss event was incurred matter to credit rating agencies. I perform additional analysis to determine whether a downgrade in a bank's credit rating associated with the announcement of a material oprisk loss amount impacts the bank's reputation. This study focuses on the U.S. banking industry because of the increased market and regulatory scrutiny of oprisk losses; especially during the financial crisis of 2008 to 2010. The logistic analysis shows that banks' announcement of material oprisk loss amount is associated with a decline in credit ratings. The findings did not support the position that the type of loss event and business line in which the loss event was incurred matter to credit rating agencies. The results for the event study show that a downgrade in a bank's credit rating associated with an announcement of a material loss amount has a robust, statistically significant negative stock market reaction. Furthermore, the results reveal that the losses in market value significantly exceed the announced loss amounts associated with credit rating downgrades, indicating reputational loss to the banks. This research was limited to announcements of material oprisk loss amounts by U.S. banks publicly traded on major U.S. stock exchanges. Investigating the impact of announcements of material oprisk loss amounts by financial institutions publicly listed on major stock exchanges worldwide provides an avenue for future research. This study contributes to the literature on operational risk and the cost of debt capital as reflected in credit ratings by providing empirical evidence of the impact of oprisk losses on credit ratings of U.S. banks.

This work deals with methods used in design of low voltage operational amplifiers. It describes some of the most commonly used methods. Properties of these methods are verified by computer simulation of operational transconductance amplifiers that are utilizing them.

Despite the steady rise in online education and increasingly empirical studies on related learning technologies and technology support, there is considerable evidence that the field has not kept the pace with studies related to online education administrators (OEAs). Further investigation was needed into OEAs’ practice of day-to-day administration of their programs. Therefore, this study examined OEAs’ perceptions of their areas of responsibility, tasks to be accomplished and skills and knowledge needed for them to get the job done. A three-round Delphi research technique was employed as a structured group communication method between five participants to answer three research questions. The protocol consisted of anonymous participants using online surveys to respond to several rounds of questioning. The research concluded with a group consensus. The results produced nine functional areas, 12 operational tasks and 14 competencies of skills and knowledge for OEAs. Based on the findings, it was now possible to illustrate an operational management competency model as a resource for the administrator in charge of an online education program. After conclusions were drawn, the study provided recommendations for future research.

Changing the business operations and adopting new operational innovations, have become key features for a business solution approach. However, there are challenges for developing innovative operations due to a lack of the proper decision analysis tools, lack of understanding the impacts transition will have on operational models, and the time limits of the innovation life cycle. The cases of business failure in operational innovation (i.e. Eastman Kodak Company and Borders Group Inc.,) support the need for an investment decision framework. This research aims to develop a Real Option Dynamic Decision (RODD) framework for decision making, to support decision makers for operational innovation investments. This development will help the business/organization to recognize the need for change in operations, and quickly respond to market threats and customer needs. The RODD framework is developed by integrating a strategic investment method (Real Options Analysis), management transition evaluation (Matrix of Change), competitiveness evaluation (Lotka-Volterra), and dynamic behavior modeling (System Dynamics Modeling) to analyze the feasibility of the transformation, and to assess return on investment of new operation schemes. Two case studies are used: United Parcel Service of America, Inc., and Firefighting Operations to validate the RODD framework. The results show that the benefits of this decisionmaking framework are (1) to provide increased flexibility, improved predictions, and more information to decision makers; (2) to assess the value alternative option with regards to uncertainty and competitiveness; (3) to reduce complexity; and (4) to gain a new understanding of operational innovations.

The thesis "Operational risk management in financial institution" is focused on description, types of measurements, methods of control, analysis and possibilities for reducing of operational risk. The first part describes and defines operational risk and discusses the Basel accords. Next part is focused on operational risk management, methods reducing operational risk and there is also described the organizational structure of the bank associated with operational risk. The thesis also describes the methods of calculating of capital requirements and methods measuring operational risk. The practical part describes the most significant operational risk events and there is also a comparison analysis of calculation of capital requirement the specific bank.

Dieser Forschungsbericht untersucht anhand von sechs Fallstudien die konkrete Prozessunterstützung in Call Centern durch in operative Anwendungssysteme eingebettete Analytik. Dies umfasst zum einen retrospektive Analysen für interne und externe Stakeholder in Form von Reporten als auch Echtzeit-Auswertungen durch grafisch-orientierte Monitor-Darstellungen. Hierbei stehen unter anderem die eingesetzten Anwendungssysteme, das Nutzungsverhalten durch die verschiedenen Call Center-Mitarbeitergruppen und die kennzahlenbasierten Auswertungsinhalte im Vordergrund.