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Integrated assessment of operations strategy

Strzelczak S.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2018

z. 116

95--108

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.

Validating performance based critical actions in a high tech start-up

Vuoti V. P., Takala J., Mäntylä A., Liu Y., Yang W., binti Abdul Malek N. A., Kronman P., Kreuzer A., Zafar A.

Management and Production Engineering Review

2014

Vol. 5, No. 1

74--86

The objective of this study is to analyze a Finnish manufacturing case company’s operational competitiveness. A proposed analytical model based on analyses the corresponding angles of the strategic triangles (Prospector, Analyzer, and Defender). The model compares the angle differences between the strategy and resource triangles with opinions from different management groups of informants. It was found out that Normalized Scaled Critical Factor Index (NSCFI) model is more scientific comparing to formal ones through validation. Calculations based on the MSI questionnaire resulted in medium high values for the Prospector strategy both for past- and future orientation. S&R calculations regarding the past orientation resulted in low values for all strategy types, except P-NSCFI for Analyzer. Moreover this study covers a case, in where Balanced Critical Factor Index (BCFI) was used defining company annual strategy plan.

Implementing sustainable competitive advantage to the public sector’s management system – by sense and respond methodology in facilities services unit’s preparedness

Vornanen V. J., Takala J., Liu Y.

Management and Production Engineering Review

2013

Vol. 4, No. 3

76--86

How to ensure that the various levels of the organization are operating in accordance with a common strategy? According to the Hallberg committee’s Preparedness and comprehensive security report [1] the key challenges the public sector organization faces lies in finding new ways of operating horizontally across various levels of administration. This paper aims to develop the preparedness in the target organization by strategy’s resource-based identification for implementing sustainable competitive advantages to the public sector’s management system. The research methods used are a case study and surveys, which were connected by the analytical hierarchy process based form and two sense and respond (S&R) based forms. The longitudinal data for the surveys were collected in two phases and analyzed with the balanced critical factor index method [2] and transformational leadership indexes (TLI) with technology levels [3]. The BCFI & TLI method identifies and clarifies the unit’s development and risk factors. According to [4] during the process of sense and respond, it is important to develop an operational strategy adjustment system by utilizing critical factor evaluation. As [5] describes in her dissertation if there were clear goals defined for the quality of the (public) services the natural choice of the approach in the purpose of evaluation for accountability would be the goal-attainment evaluation. The innovative findings lay the groundwork for the decision makers to focus efforts and readjust the operations of the target organization in order to achieve operational sustainable competitive advantage (OSCA).