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.

No / The paper considers the implementation of a virtual manufacturing system as an alternative to outward technology licensing in a high technology industrial sector. Brief theoretical definition and description of the two strategy options is provided to give background and context. This is followed by empirical material from a longitudinal case study of a company that has developed a virtual manufacturing system in addition to its pre-existing outward technology licensing business stream. A summary account of the company history and development is followed by description of the virtual manufacturing proposal. Analysis of this identified a number of competencies that would be required in order to succeed. The final part of the paper describes the company's response to this analysis and discusses early implementation of the virtual system. It is shown that implementation of the proposal has represented a positive response to the business challenges facing the company.

No / ‘Lean’ is an operations management initiative that has received significant attention from both practitioners and scholars within service environments (Panchak 2003, de Souza 2009, Mazzocato et al. 2010, Burgess and Radnor 2012, Vegting et al. 2012, Toussaint and Berry 2013, Bhat and Jnanesh 2014). The application of Lean processes is alluring for healthcare managers globally because of the promise of combining cost reductions with outstanding standards of health service to patients.

Many manufacturing firms, driven by the goal of beating the competition, have relocated their manufacturing operations from a high to a low cost environment, creating issues for the western social welfare. In order to maintain manufacturing in high cost environments, firms located in such environments must improve their competitiveness. Research has shown that firms need to be able to identify, develop and improve the operations capabilities that have the highest impact on the competitiveness. However, there is presently no coherent and contemporary framework of operations capabilities in the literature. There is also a lack of knowledge about operations capabilities in a high-cost environment. Therefore, the purpose of this research is to investigate critical operations capabilities in a high-cost environment. This purpose has been addressed through two studies. The first investigated critical operations capabilities in a general environment, and was conducted through a systematic literature review (Paper I). The second study investigated critical operations capabilities in a high cost environment and was conducted through a focus group (Paper II) and a multiple case study (Paper III). The result of this research is a framework of operations capabilities in a high cost environment. The framework includes seven dimensions and 23 operations capabilities. Specifically, the dimensions are: cost, quality, delivery, flexibility, service, innovation and environment. The findings revealed that quality is considered as the most critical dimension in a high cost environment, while environment is considered as the least critical in a high cost environment. The findings also revealed two additional operations capabilities in the empirical data, which are 'flow efficiency' and 'employee flexibility'. This research contributes to the current body of knowledge by introducing a novel perspective and original thinking about operations capabilities in a high cost environment. The framework of operations capabilities could support both practitioners and researchers in the identification and development of critical operations capabilities for winning strategies in a high cost environment.

No

The aim of this study is to identify the best practices in traditional and electronic banking operations strategy in Jordan as a case study of developing economies over the period 1999 to 2008. During this period numerous changes faced banks in Jordan: new banking law was launched, the banks were directed towards complying with the Basel Accord II, and the banks adopted more e-banking channels. Only the practices of all local banks were investigated due to their superior performance. A number of questionnaires were used to collect the data from different individuals in these banks. Further, annual reports were analysed and websites were reviewed. Two data-analysis approaches were used to identify the key strategies of traditional and electronic banking in Jordan: competitive position analysis and cluster analysis. Analysis revealed eight best practices of traditional banking and four best practices of electronic banking were adopted. Best practices are presented as prediction models. These models combine actions with capabilities and performance. The traditional banking predication models are: branches urban accessibility, branches sites accessibility (percentage of sites covered), branches sites accessibility (number of branches sites covered), account transaction time, new credit product flexibility, account customer waiting time, account transaction cost, loan approval costs, and branches layout quality. The e-banking prediction models are: Internet banking transaction time, telephone banking volume flexibility, ATM suburban accessibility, and ATM sites accessibility. This research revealed that; financial performance achieved by e-banking strategy patterns is significantly lower than traditional banking. Also customers satisfaction, retention, and deposit market of e-banking are significantly lower than traditional banking, which indicates that the best operational practices in Jordan are still more traditional oriented despite the significant direction of banks in Jordan toward adopting e-banking channel.

O Brasil é pioneiro, e ainda ostenta um dos poucos casos de sucesso, na substituição em larga escala de combustíveis fósseis por derivados de biomassa: o uso do etanol como combustível automotivo. Entretanto, a trajetória desse biocombustível vem experimentando não poucos reveses nos últimos anos, fato que lança dúvidas sobre a maturidade da empreitada no país. Os méritos do Brasil na substituição de combustíveis fósseis são inquestionáveis, mas não deveriam eclipsar as lições dos fracassos observados na história recente. Esta pesquisa enfoca os reveses ocorridos com o suprimento de etanol carburante entre 2005 e 2013, pela perspectiva da Gestão Estratégica de Operações, para elucidar porque ocorreram, e explorar que possível papel poderia ter esse ramo da Administração na prevenção de fenômenos semelhantes. A pesquisa foi estruturada como um estudo de caso que se utiliza da estratégia de estudos processuais formais para extrair conclusões a partir de dados exclusivamente de fontes documentais. A aplicação da perspectiva teórica aos dados levantados permitiu concluir que a ocorrência dos reveses está relacionada às atitudes dos envolvidos com o suprimento de etanol carburante -- setor sucroenergético, distribuidores de combustíveis e até o setor público --, que demonstraram, em seus atos, pouco compromisso com a eficácia do suprimento, quando avaliada por critérios de competitividade do produto no mercado que serve. E que a condução estratégica da evolução das capacidades e recursos do suprimento para fazer face às necessidades do mercado foi precária. Os resultados da pesquisa fortalecem a hipótese de que o amadurecimento do suprimento de biocombustíveis passa pela extensão de gestão de operações de caráter estratégico a mais aspectos dele, e em vários níveis. E abre linhas de exploração acadêmica do conhecimento da Gestão Estratégica de Operações à coordenação de atores sociais para garantir o suprimento efetivo de biocombustíveis. / Brazil is a pioneer, and still displays one of the few success stories, in large-scale replacement of fossil fuels with biomass-derived: the use of ethanol as an automotive fuel. However, the trajectory of this biofuel has been experiencing quite a few setbacks in recent years, which casts doubt on the maturity of the enterprise in the country. The merits of Brazil in the replacement of fossil fuels are unquestionable, but should not eclipse the lessons of the failures observed in its recent history. This research focuses on the setbacks that occurred in the supply of fuel ethanol between 2005 and 2013, from the perspective of the Operations Strategy, to elucidate why they occurred, and explore the possible role that branch of Management could have for the prevention of similar phenomena. The research was structured as a case study that uses the strategy of formal process studies to draw conclusions from data from archival sources only. The application of that theoretical perspective to the data collected showed that the occurrence of setbacks is related to the attitudes of those involved with the supply of fuel ethanol -- sugarcane industry, fuel distributors and even the public sector --, which showed, in their actions, little commitment with supply effectiveness, as measured by the criteria of product competitiveness in the market it serves. And that the strategic guiding of the development of supply capabilities and resources to meet the needs of the market was weak. The results of this research strengthen the hypothesis that the maturation of biofuels supply involves the extension of operations management of strategic nature to more aspects of it, and at various levels. And it also opens lines of academic exploration of Operations Strategy findings to help coordinate social actors to ensure the effective supply of biofuels.

This dissertation is initiated from an increased awareness within industry of the importance of services in general and of after-sales services in particular. The scope of this research is to analyse how the specific characteristics of after-sales services affect a company’s manufacturing strategy, which in effect should become an operations strategy not only considering the manufacturing of goods. Considering the after-sales service as a product, consisting of both good and service characteristics, the objective of this dissertation is to develop conceptual models for an improved long-term management of operations where production of both new goods and after-sales services are competing for the same or similar resources. Specifically, the structural decision categories of a manufacturing strategy, process technology, capacity, facilities, and vertical integration, are adapted to include the demands of after-sales service products. The research result is an extension of the existing manufacturing strategy framework, which is transformed towards a more general operations strategy framework capable of providing managerial guidance for a larger set of products than just pure goods. Tools are developed for analysing what processes would be suitable for the after-sales services, and whether the after-sales processes should be merged with, or separated from, the new goods process. An extended long term service capacity framework is also introduced, looking specifically at the needs of after-sales service operations. Through seven case studies as well as a survey of 45 Italian providers of both manufactured goods and services, the after-sales supply chain is mapped and classified with respect to vertical integration and facilities.

This paper examines the determinants of profitability using operations strategy, productivity, and service measures in the context of the U.S. domestic airline industry. Data on ten carriers was collected on a quarterly basis between 1995 and 2007. An analysis is performed separately on data prior and post 9/11 attack. It is found that operations strategy and productivity measures are significant both before and after the 9/11 attack, whereas service measures are only significant before 9/11. Some managerial implications are provided. Additionally, it is found that the profitability of full-service carriers is improving faster than low-cost carriers after 9/11.

This paper examines the determinants of profitability using operations strategy, productivity, and service measures in the context of the U.S. domestic airline industry. Data on ten carriers was collected on a quarterly basis between 1995 and 2007. An analysis is performed separately on data prior and post 9/11 attack. It is found that operations strategy and productivity measures are significant both before and after the 9/11 attack, whereas service measures are only significant before 9/11. Some managerial implications are provided. Additionally, it is found that the profitability of full-service carriers is improving faster than low-cost carriers after 9/11.