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Integrated assessment of operations strategy

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Języki publikacji
EN
Abstrakty
EN
Ineffective evaluation of operations strategy, resulting in negative side effects, is increasingly frequently reported in literature. It is mostly explained by non-integral and inconsistent assessment. Therefore an integrated framework for assessment was conceptualized to eliminate the reported dysfunctionalities. It is based on the paradigm of New Economy, holism, and departs from common but narrowing approaches, which solely focus on the business/company point of view. The proposal applies an ecosystemic perspective, which is fundamental for collaborative networks or when Internet ecosystems are used to drive operations. Both, procedural and cultural foundations are considered in the proposed solution.
Rocznik
Tom
Strony
95--108
Opis fizyczny
Bibliogr. 18 poz.
Twórcy
  • Politechnika Warszawska
Bibliografia
  • 1. Akao Y.: Hoshin Kanri: Policy deployment for successful TQM. Productivity Press, 1991.
  • 2. Barney J.: Firm resources and the sustained competitive advantage. “Journal of Management”, Vol. 17, No. 1, p. 99-120.
  • 3. Birkinshaw J., Gibson C.: Building Ambidexterity Into an Organization. “MIT Sloan Management Review”, Summer, 2004, p. 47-55.
  • 4. Bititci U.S.: Managing business performance – The Science and The Art. Wiley, 2015.
  • 5. Böhm S., Kalwait R.: Top-down and Bottom-up Planning and Reporting in International Companies, [in:] Strzelczak S. (ed.): Economic and Managerial Developments in Asia and Europe – Comparative Studies. KRAMIST, 2003, p. 5-26.
  • 6. Dyer J.H., Singh H.: The relational view: cooperative strategy and sources of interorganizational competitive advantage. “Academy of Management Review”, Vol. 23, No. 4, 1998, p. 660-679.
  • 7. Marciniak S.: Controlling: Theory and Applications. Difin, 2008.
  • 8. Mueller A., Strzelczak S.: Lean Management Effects – An Empirical Evidence from Machine Building Industries in Europe, IFIP AICT, LNCS Vol. 460, 2015, p. 299-307.
  • 9. Mueller A., Strzelczak S.: Negative Side Effects of Lean Management Implementations – A Causal Analysis, IFIP AICT, LNCS Vol. 460, 2015, p. 290-297.
  • 10. Pfeffer J., Salancik G.: External Control of Organizations: A resource dependence perspective. Harper and Row, 1978.
  • 11. Slack N., Lewis M.: Operations Strategy. Financial Times – Prentice Hall, 2012.
  • 12. State Council P.R. China (SC PRC): Outline of Regulations for Building a Social Credit System (2014-20), https://chinacopyrightandmedia.wordpress.com/2014/06/14/planning-outline-for-the-construction-of-a-social-credit-system-2014-2020/, 2017.10.22.
  • 13. Stiglitz J.E.: The New Development Economics. “World Development”, Vol. 14/2, 1986, p. 257-265.
  • 14. Strzelczak S.: Integrated Assessment of ‘Green–Lean’ Production. “International Journal of Automation Technology”, Vol. 11/3, 2017, p. 815-828.
  • 15. Strzelczak S.: Global operations strategy (Course materials, part I and III). Warsaw University of Technology, 2017.
  • 16. Strzelczak S.: Operational Risk Management. Scientific Papers, series: Organization and Management, No. 21. Warsaw University of Technology, 2008.
  • 17. Teece D.J., Pisano G., Shuen A.: Dynamic capabilities and strategic management. “Strategic Management Journal”, Vol. 18, No. 7, 1997, p. 509-533.
  • 18. Williamson O.E.: Transaction-Cost Economics: The Governance of Contractual Relations. “Journal of Law and Economics”, Vol. 2, No. 2, 1979, p. 233-261.
Uwagi
PL
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018)
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-8e47556c-52b2-41c2-81ae-c952cc7e23c9
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