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In "Realizing supply chain agility under time pressure: Ad hoc supply chains during the COVID-19 pandemic" (Müller et al., [20]), the authors explored the use by 34 German companies of ad hoc supply chains to produce personal protective equipment. The enablers to address demand shock and improve supply chain responsiveness are only mentioned in "Realizing supply chain agility under time pressure: Ad hoc supply chains during the COVID-19 pandemic" (Müller et al., [20]). Based on the media reports and literature review, such innovative measures include cross-enterprise cooperation (e.g., I Unilever i and I Terra Drone i ), government-enterprise cooperation (e.g., I Hubei Provincial Government i and I JD Logistics i ), adjustments to manufacturing activities (e.g., I BYD i , I Foxconn i , I Pernod Ricard i , and I Bauer i shifted their production to face masks/shields), as well as the adoption of digital technologies (e.g., I JD Logistics, New HAVI i ). Under this change, firms needed to explore new ways of organizing their supply chains with respect to factors like product diversity and cooperation with more partners in the supply chains. [Extracted from the article]

Start-up firm Captivate Network (US) is a developer of elevator telematics, or flat-screen panels that provide ads, news, and other content to people on elevators. The company's technology is examined as a strong niche application of wireless Internet technology. The article examines the company in detail.

A recent investigation of innovation and product development at 245 manufacturing operations in Germany and the UK sought to assess, among other issues, whether UK companies still live up to their traditional image for inventiveness. It was found that very few of the sites studied in fact have world class design practice and performance, and that there are many low achieving manufacturing companies in the UK. UK companies have an early focus on industrial design, while German companies place more emphasis on cost management during the design process than their UK counterparts.

A study has been caried out of performance and operations at 663 plants in the UK, Germany, The Netherlands and Finland. European companies have to compete against Japan, the US and emerging economies. Some regions have high performing companies, and these include Silicon Glen in the UK. The German textile industry shows strengths, but German machine tool production needs reform. The UK has many weak companies where management tends to respond to emergencies rather than improving performance.

In large organizations, local use of innovations is not enough; extracting the full use of the innovation requires deployment across the organization. The purpose of this paper is to explore strategies for the deployment of service innovations and factors influencing success. We adopt an inductive theory-building approach with a longitudinal embedded case study of ten successful service innovations. We find two deployment strategies: required adoption, in which subsidiaries are required to adopt innovations, and voluntary adoption, in which adoption is not compulsory—innovations are showcased, but the adoption decision is left to the subsidiaries. We have investigated the factors influencing deployment, including the decentralized nature of service innovation, fit with the internal and external context, extrinsic and intrinsic motivations, and handovers. Based on analyses of case evidence, we put forward research propositions accordingly. This study provides managerial guidance for multidivisional organizations to extract full value from service innovations. Although some results may be particular to the Chinese context, research in other contexts can broaden the generalizability of the findings. [ABSTRACT FROM AUTHOR]

Volume ramp ups are notoriously difficult in digital services, where market pressures can lead to ramping up too soon and too rapidly which in turn can lead to the need to ramp down. This paper addresses the challenge of taking innovation to scale in an established firm by enhancing our understanding of the nature of service ramp ups and ramp downs. Digital service ramp ups differ substantially from production ramp ups as the speed is much greater, and problems are visible to customers. However there are similarities between service ramp downs and product recalls and an important contribution is exploring the nature of ramp downs their processes and possible causes. Using an engaged research approach, longitudinal data from three consecutive ramp ups in a European telecom operator were collected. Through analyses of cases, qualitative and quantitative case data, and using a system dynamics model, we identified a set of issues that affect service ramp ups and ramp downs. These include the need to ramp up the service supply chain, biases leading to unrealistic assumptions about scalability and problem‐solving, decision biases in various functions, launching digital services in beta form, a lack of transparency of capacity and lack of learning from previous ramp ups. We show that if these problems are not addressed or resolution is delayed, this can lead to cycles of delay, backlogs and productivity problems and the inevitability of a ramp down. We explore reasons and importance for such delays that lead to service ramp downs. [ABSTRACT FROM AUTHOR]

While service outsourcing may benefit from the application of performance‐based contracts (PBCs), the implementation of such contracts is usually challenging. Service performance is often not only dependent on supplier effort but also on the behavior of the buying firm. Existing research on performance‐based contracting provides very limited understanding on how this challenge may be overcome. This article describes a design science research project that develops a novel approach to buyer–supplier contracting, using collaborative key performance indicators (KPIs). Collaborative KPIs evaluate and reward not only the supplier contribution to customer performance but also the customer's behavior to enable this. In this way, performance‐based contracting can also be applied to settings where supplier and customer activities are interdependent, while traditional contracting theories suggest that output controls are not effective under such conditions. In the collaborative KPI contracting process, indicators measure both supplier and customer (buying firm) performance and promote collaboration by being defined through a collaborative process and by focusing on end‐of‐process indicators. The article discusses the original case setting of a telecommunication service provider experiencing critical problems in outsourcing IT services. The initial intervention implementing this contracting approach produced substantial improvements, both in performance and in the relationship between buyer and supplier. Subsequently, the approach was tested and evaluated in two other settings, resulting in a set of actionable propositions on the efficacy of collaborative KPI contracting. Our study demonstrates how defining, monitoring, and incentivizing the performance of specific processes at the buying firm can help alleviate the limitations of traditional performance‐based contracting when the supplier's liability for service performance is difficult to verify. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the nature of context and its implications for theory and research in service. Design/methodology/approach – This is a conceptual paper based on exploring existing research and theory related to context in service research. Findings – The characteristics of service make context both important and challenging, there is great contextual diversity in service research as reflected, for example in ecosystems made up of multiple contextual variables. There is a need to identify the context-specific nature of middle range theory and the contextual logic of general theory. The authors explore the challenges of context for service theory and how we might learn from theory in a particular context and test or adapt it in other contexts. Originality/value – The findings of this paper are of value to researchers seeking to develop and justify theory in service research (general, middle range or theory in use). [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to craft a future research agenda to advance smart service research and practice. Smart services are delivered to or via intelligent objects that feature awareness and connectivity. For service researchers and managers, one of the most fascinating aspects of smart service provision is that the connected object is able to sense its own condition and its surroundings and thus allows for real-time data collection, continuous communication and interactive feedback. Design/methodology/approach – This article is based on discussions in the workshop on “Fresh perspectives on technology in service” at the International Network of Service Researchers on September 26, 2014 at CTF, Karlstad, Sweden. The paper summarizes the discussion on smart services, adds an extensive literature review, provides examples from business practice and develops a structured approach to new research avenues. Findings – We propose that smart services vary on their individual level of autonomous decision-making, visibility and embeddedness in objects and customer lives. Based on a discussion of these characteristics, we identify research avenues regarding the perception and nature of smart services, the adoption of smart services, the innovation through smart services as well as regarding the development of new business models. Originality/value – Smart services is a new emerging topic in service marketing research, their implications on organizations, customers and the service landscape have not been fully explored. We provide a fresh perspective on service research by characterizing relevant aspects of smart service that will stimulate fruitful future research and advance the understanding and practice of smart services. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to explore different modes of service innovation by examining business model innovation alongside two traditional modes: product innovation and process innovation. Design/methodology/approach – The authors first empirically test a typology using archival data from 69 service innovation projects in a major mobile telecom company. The authors then extend the typology by investigating the interrelationships among service product, service process, and business model innovation based on empirical evidence from multi-mode service innovations. Finally, the authors study the patterns of modes in a networked environment. Findings – The results indicate that the typology is applicable and all three modes of service innovation exist in the sample. The authors find that all of the business model innovations involve external partnerships during the development process, while only a small proportion of service process innovations involve external partnerships. Originality/value – This study has empirically validated a typology of service innovation and discussed the theoretical and managerial implications of multi-mode innovations, contributing to service innovation literature and practices. [ABSTRACT FROM AUTHOR]

Purpose – The need to make a “theoretical contribution” is a presumed mandate that permeates any researcher’s career in the Social Sciences, yet all too often this remains a source of confusion and frustration. The purpose of this paper is to reflect on, and further develops, the principal themes discussed in the “OM Theory” workshop in Dublin in 2011 and the special sessions at the 2011 and the 2013 EurOMA Conferences in Cambridge and Dublin. Design/methodology/approach – This paper presents six short essays that explore the role and use of theory in management research, and specifically ask what is a good or meaningful contribution to theory. The authors comment on the current state of theory in Operations Management (OM) (Harry Boer), the type of theories the authors have in OM (Chris Voss), the role of theory in increasing the general understanding of OM problems (Roger Schmenner), whether the authors can borrow theories from other fields or actually have theory “of our own” (Matthias Holweg), the different ways in which a contribution to theory can be made (Martin Kilduff), and how to construct a theoretical argument (Mark Pagell). Findings – The authors argue that theory is fundamental to OM research, but that it is not the inevitable starting point; discovery and observation are equally important and often neglected avenues to contributing to theory. Also, there is no one right way to making a contribution, yet consistency between ontology, epistemology, and claimed contribution is what matters. The authors further argue that the choice of theory is critical, as a common mistake is trying to contribute to high-level theories borrowed from other fields. Finally, the authors recommend using theory parsimoniously, yet with confidence. Originality/value – The paper presents a collection of viewpoints of senior scholars on the need for, and use of, theory in OM research. [ABSTRACT FROM AUTHOR]

A systematic strategy is presented for delivering e-services on the Internet, focusing on developing an e-service strategy and understanding the challenges and opportunities provided by the Internet.

A study of small- to medium-sized businesses in Europe evaluated them according to growth prospects, competition and the impact of change. Many small- to medium-sized enterprises have difficulties because unlike large businesses, these smaller businesses do not have great follow-through in practice and performance.

Purpose – The world is changing – economically, technologically, politically, and socially. As an academic discipline, operations management (OM) is, almost by definition, close to practice. Are our OM research methods fit for purpose for the new age? This paper reflects on and develops the principal themes discussed in the "OM Methodology" Special Session at the 2011 EurOMA Conference in Cambridge, UK. The paper aims to discuss these issues. Design/methodology/approach – The emerging landscape in which future OM research will be conducted is discussed. The paper provides a range of perspectives on the research challenges facing the discipline with respect to what the authors research and how the authors research it. The range of methods open to us and their relative merits and challenges are debated. Findings – The traditional research divide between quantitative modelling, often normative in outlook, and the more reflective modes of qualitative enquiry, with a wide spectrum of empirical work in between, is reflected in the different academic traditions, groupings, conferences, and publications across the discipline. Research should not be driven by methodological convenience but by the needs of a changing world. Rather than a sterile "quants versus qual" debate, the paper argues that a rich diversity of approaches can provide a reinforcing cycle to generate relevant, interesting and exciting research underpinned by robust and valid theory. Originality/value – The paper presents detailed reflections from leading researchers on contemporary and future OM research, arguing that research approaches must evolve that reflect the new realities to further enhance OM as a theoretically sound and practically relevant discipline. [ABSTRACT FROM AUTHOR]

A large number of e-services are multi-channel (MC), combining the Internet with other channels of service delivery, such as the phone and physical facilities. As a result, online customers frequently engage in MC behaviour. Existing research examining the impact of quality on behavioural intentions in e-services has not adequately recognised their MC nature. In order to address this gap, this study sets out to examine the following two-pronged impacts of e-service quality on customer behaviour in an MC e-service: (i) the impact on e-loyalty behavioural intentions; (ii) the impact on customer channel behaviour. Perceptual and objective data were collected from multiple sources in a major retail MC e-banking service. Two basic groups of online customers in terms of channel behaviour were found – Internet-Focused (IF) and MC – with the latter exhibiting a balanced use of channels and being more loyal, older, less educated and less experienced with the e-service. Data analyses revealed that e-service quality had a strong impact on e-loyalty intentions; but did not have an impact on customer channel behaviour. E-service quality does not seem to be an effective lever for influencing customer channel behaviour; however, it is a key driver of e-loyalty intentions. The results raise the possibility that migration of customer interactions to the Internet channel may reduce e-loyalty intentions. [ABSTRACT FROM PUBLISHER]

This paper explores the customer experience paradigm as it pertains to service operations strategy and design. First, we operationally define and discuss the concept of customer experience. In this context, we propose a reframing of the strategic role of operations strategy as one of choreographing experience-centric services. We then introduce the concept of services as destinations as an emerging business model for classifying experiential service strategies. Our conceptual typology of experience-based strategies uses two dimensions: (1) the depth of use of experience as a source of value creation, ranging from brand experience to the services as a destinations business model, and (2) the degree of integration of experience internally within the firm. Using this conceptual typology, we develop five propositions and use multiple cases to illustrate firms' use of these experience strategies. Laying the groundwork for future research, we highlight insights from the qualitative, multiple-case data as they pertain to service operations strategy and the business model that employs services as destinations. A number of questions for further research are suggested. [ABSTRACT FROM AUTHOR]

Keywords: impact; design science; pragmatism EN impact design science pragmatism 538 539 2 01/01/21 20201201 NES 201201 TOWARD AN ACTIONABLE AND PRAGMATIC VIEW OF IMPACT The importance of the impact of research on practice is much debated in many disciplines. Conducting and publishing design science research: Inaugural essay of the design science department of the Journal of Operations Management. Impact, impact, design science, pragmatism. [Extracted from the article]

This paper contributes to, and links the areas of quality management and buyer-supplier relationships. In doing so, we seek to address two broad research questions. To what extent do quality practices impact upon the various dimensions of quality performance, manufacturing performance and, in turn, business performance? To what extent is the relationship between quality practices and quality performance contingent upon the nature of buyer-supplier relationships? To address these questions, we developed a path model incorporating quality practices, design quality, conformance quality, external quality-in-use, product cost, time-to-market, customer satisfaction, business performance and buyer-seller relationships. The model was tested with data collected from 200 suppliers in the electronics sector in the Republic of Ireland. Data analysis of the data indicated considerable support for the conceptual model. [ABSTRACT FROM AUTHOR]

The article presents a paper that addresses the role of design quality among other criteria for quality performance. This study also has implications for management practice. The first implication is the need to recognize the central role design quality plays in the overall spectrum of quality performance. Not only is it necessary to focus on quality practices that have a direct impact on design quality; in addition, firms must recognize the influential role of design quality on other measures of quality performance such as conformance quality and external quality-in-use. As the results of this study indicated that quality performance alone does not explain business performance. Indeed, other disciplines such as marketing and human resource management suggest the potential effects of a wide range of possible intervening variables on business performance. However, from a manufacturing perspective, firms must also consider other measures of manufacturing and operational performance such as flexibility, dependability, and customer service. Another important finding relates to the "cost of quality" argument that appears in the quality literature. The basis of this argument is that higher levels of product quality can reduce unit manufacturing costs.

Measuring performance is helpful, but it's only part of the story. To learn from our past successes and failures, we need to understand how they came about. To continually improve, we must examine not only our innovation performance, but the processes with which we develop and exploit these innovations. Vittorio Chiesa, Paul Coughlan, and Chris Voss present a framework for auditing technical innovation management. Their auditing methodology goes beyond performance measurement by highlighting problems and needs, and providing information that can be used in developing action plans for improving performance. The foundation of their audit methodology is a process model of technical innovation. The model addresses the managerial processes and the organizational mechanisms through which innovation is performed. Underlying this method is the notion that success in innovation is related to good practice in the relevant management processes. The model identifies four core processes: concept generation, product development, process innovation, and technology acquisition. Supporting these core processes are three enabling processes: the deployment of human and financial resources, the effective use of appropriate systems and tools, and senior management leadership and direction. The outcome from these core and enabling processes is performance in terms of innovation and the resulting competitiveness in the marketplace. This model provides the basis for a detailed audit of current innovation practice and performance. The audit has two dimensions: the process audit assesses whether the processes necessary for innovation are in place and the degree to which best practice is used; and the performance audit focuses on the outcomes of each core and enabling process and of the overall process of technological innovation and its effect on competitiveness. The performance audit helps identify needs and problems, but it doesn't explain why gaps exist between current and required performance and it doesn't provide an action plan for closing these gaps. The process audit meets these needs. The audit methodology uses a two-level approach: a rapid assessment based on innovation scorecards and an in-depth audit. These scorecards provide an overview of the company's strengths and weaknesses with regard to technical innovation management, highlighting those areas that require in-depth examination. The in-depth audit identifies not only the processes, but the areas within each requiring attention. INSET: BIOGRAPHICAL SKETCHES. [ABSTRACT FROM AUTHOR]

This article presents information on the relationship between the national characteristics of a parent company and manufacturing process in other countries. This study used data from Great Britain and Germany to investigate the "gap" in performance at the national, industrial and factory levels. National competitiveness refers to a nation state's ability to produce, distribute service goods in the international economy in competition with goods and services produced in other countries, and to do so in a way that earns a rising standard of living. Without a strong manufacturing sector, a country becomes a "wealth driven economy", one which is living on the accumulated investment in the past. Within the manufacturing area, the ability of manufacturing to perform at world-class levels in an increasingly global competitive environment is becoming more important. World-class organizations are those that have mastered total quality and learning, and are recognized as the best overall in at least several strategically important areas. One can distinguish between world-class practices, the established processes which a company has put in place to improve the way that it runs its business, and world-class performance, the measurable improvement in a company's manufacturing processes resulting from the adoption of such practices.

When we talk of innovation we tend to think of new products, but successful innovation of processes can also lead to a company gaining significant competitive advantage. A good example is to be found in the recent book, The Machine that Changed the World, by Wornak et al (1990). The machine in question is process technology and the book's argument is that process innovations which they aggregate as 'lean production' are responsible for the level of performance of the Japanese car industry. On the other hand many expensive investments in the latest Flexible Manufacturing Systems have worked, but have sometimes been less flexible than the processes that they replaced! Why is it that one firm can adopt a new production process and gain real benefits, and another can adopt the same new process; invest heavily in equipment and installation, yet not be able to achieve any benefit? This important question has been addressed in a series of recent research programmes undertaken at London Business School. This article examines some of what we and others have learnt about the successful and unsuccessful use of new process technologies. In addition it will argue that management of innovation of processes must cover the whole life cycle of its innovation and adoption, and in particular should include implementation. [ABSTRACT FROM AUTHOR]

In part, cultural differences between Japan and the West have been cited as contributing to fundamentally different manufacturing strategy orientations. One cultural difference is psychological attitudes toward time, which may lead to different emphases on long-term and short-term goals and objectives, i.e., differing strategic time orientations. This paper reports on the analysis of data from an international research study of manufacturing strategy that gathered data from 600 companies in 20 countries. Data on the rates of adoption of strategic manufacturing practices and links between corporate and manufacturing strategy were analysed to test for differences. The results show strong contrasts between Japan and the West and are consistent with a difference in strategic time orientation between the two regions. [ABSTRACT FROM AUTHOR]