bluuebunny/crossref_metadata_2025_split huggingface dataset:
Service Operations
Authors: Collier David 
Published: January 2015

Abstract

Although the study of service operations is an increasingly important part of operations management (
OM
), it was not until 1978 that the first
Management of Service Operations
text was published; an extraordinary observation given that service industries typically account for 60–85% of employment in developed economies and that at least 50% of employment in goods‐producing industries is in
S
ervice
P
rocesses.
E‐Intermediaries
Authors: Ambrose Eamonn 
Published: January 2015

Abstract
E‐intermediaries are online organizations which facilitate buyers and sellers to trade on the Internet. They can be openly accessible fora such as e‐Bay or more commonly private fora with restricted access. The value of e‐intermediaries lies in lower sourcing, comparison and transaction costs, increased supply chain integration, community membership and added value services.
Product Platforms
Authors: Bates Hilary 
Published: January 2015

Abstract
A product platform is ‘a set of subsystems and interfaces developed to form a common structure from which a stream of derivative products can be efficiently developed and produced. Celebrated recent examples include the Volkswagen group Modularer Querbaukasten (Modular Transverse Matrix) platform which underpins the new Volkswagen Golf, Tiguan, Passat, Audi A3 and future generations of the Polo, Beetle and Scirocco, the Euro‐market Touran and Sharan, the next Jetta, and several Seat and Skoda models.
Generic Manufacturing Strategies
Authors: Sweeney Mike 
Published: January 2015

Abstract
The purpose of this article is to suggest a means for the development of a vision for the management of the alignment or the realignment of the competitive and manufacturing strategies of a business. The content of the article includes the description of a theoretical framework for this purpose. Four types of generic manufacturing capabilities are defined. These consist of the high efficiency or caretaker manufacturing strategy, the high product variety or marketeer manufacturing strategy, the high product and process innovation or innovator manufacturing strategy and the high flexibility and fast response or reorganizer manufacturing strategy. How each of these manufacturing strategies need to be restructured to evolve into an alternative generic manufacturing strategy is graphically illustrated. The article also includes definitions of the key structural and infrastructural elements that collectively determine the manufacturing capabilities of a firm. How these differ between a national and international manufacturing strategy is also described.
Family Bill
Authors: Danese Pamela 
Published: January 2015

Abstract
The family bill is a planning bill supporting the forecasting activity. Frequently, companies characterized by high product variety divide products into groups or families in order to simplify production planning and control activities. In particular, to improve the forecast accuracy, many companies form families of products with similar demand patterns, thus shifting the forecast object from many end‐product configurations to few aggregate product/item groups. To use aggregate forecasts, they must develop a family bill, that is, a planning bill containing a product family as a parent and more disaggregated product families as the children.
Jidoka
Authors: Åhlström Pär 
Published: January 2015

Abstract
Jidoka is a technique for detecting and correcting production defects. It incorporates a mechanism to detect abnormalities or defects and a mechanism to stop the line or machine when abnormalities or defects occur.
Jidoka is not limited to machine operations but can be used in conjunction with manual operations.
Human jidoka allows operators to stop the process in the event of a problem. This would often involve visual control, which is the means of assessing, at a glance, the status of production processes and the visibility of process standards.
Just‐in‐Time
Authors: Åhlström Pär 
Published: January 2015

Abstract
The article provides a definition and short description of just‐in‐time. Just‐in‐time developed out of the practices employed by certain Japanese manufacturing companies, particularly Toyota, in the 1950s and 1960s. A core feature of a just‐in‐time production system is the production of the necessary products in necessary quantities at the necessary time. To enable this customer pull production, setup reduction becomes essential. Just‐in‐time production is also characterized by the elimination of waste – everything that does not add value to the final product. Another important part of just‐in‐time is continuous improvement, the relentless pursuit of perfection.
Material Requirements Planning
Authors: Burcher Peter 
Published: January 2015

Abstract

Material requirements planning (
MRP
) is a computer‐based set of planning technique that looks at a future requirement for a finished product in terms of a Master Production Schedule and uses this, together with the Bill of Materials, inventory status data, and lead time information, to generate the requirements for all the subassemblies, components, and raw materials that go to make up a finished product.
Business Excellence Model
Authors: McAdam Rodney 
Published: January 2015

Abstract

The Business Excellence Model (
BEM
) is a broad management model which seeks to incorporate
T
otal
Q
uality
M
anagement
P
rinciples within a measureable framework. The model, with contextual modifications, has been applied across a wide range of organisational types and sectors. It is the framework used for a considerable number of
Q
uality
A
wards within the
E
uropean Union and is consistent with the Baldrige Model in the United States.
Productivity
Authors: Schmenner Roger 
Published: January 2015

Abstract
Productivity is one of the major topics uniting research in operations management. In concept it is simple enough, but defining it precisely can be difficult and confusing for the manager. Many things can contribute to productivity gain, from investments in the inputs of capital and labor, to the way a process is managed. A recent theory, the theory of swift, even flow, helps to clarify what affects productivity and what does not.
Innovations in Service Companies
Authors: Conway Steve 
Published: January 2015

AbstractService innovation has until recently been a relatively neglected area of research, despite the importance of the service sector‐to‐developed economies. Alternative perspectives of innovation within the service sector argue that it is: (i) driven largely by technology from outside the sector; (ii) distinct from product innovation; (iii) increasingly intertwined with product innovation; or (iv) highly varied across the sector. The new service development (NSD) process within service organizations has long been shown to be less formalised, more dynamic, and more adhoc, than that for new products, with innovation often emerging out of service practice. However, ‘service engineering’ or ‘service design’ within operations management are emerging attempts to formalize this process.
Fixed Position Layout
Authors: Brandon‐Jones Alistair 
Published: January 2015

Abstract
Fixed position layout is one of the four basic layout types commonly discussed in Operations Management. In this layout, often associated with the assembly of products that are too large or fragile to effectively move to a location for completion, the transformed resources remain stationary while the transforming resources (staff, supplies, and equipment, etc.) are brought to the site where the product will be assembled.
Organizing for Innovation
Authors: Conway Steve 
Published: January 2015

Abstract
A key challenge for many organizations is the design and adoption of a mode of organizing that encourages innovation and creativity, allows flexibility and agility to respond in a timely manner to changes in the environment, and facilitates integration and coordination both internally, between functions and divisions, and externally, with users, suppliers, and universities, for example. The findings of studies since the 1960s provide us with a great deal of guidance as to the nature of the modes of organizing that can either encourage or hinder innovation and creativity within organizations and teams. What emerges from these insights is the importance and interrelatedness of leadership, organizational structure and culture, and the innovation process itself, to the successful management of innovation. These themes are explored.
Modular Bill
Authors: Danese Pamela 
Published: January 2015

Abstract
A modular bill is a planning bill that groups subassemblies and parts based on whether they are unique to a specific product option or common to all product configurations. Thus, the generation of the modular bills implies the identification of the product options and the grouping of the product components related to each individual product option. Moreover, the components common to all product configurations are grouped in a “common item” modular bill. When all components have been grouped, it is possible to associate a code with each group of components. The resultant modular bills can then be used to build the Super Bill.
Healthcare Operations Management
Authors: Roehrich Jens 
Published: January 2015

Abstract

The healthcare sector is characterized by ever changing complex relationships between patients, physicians, hospitals, insurers, employers, communities, and governments. A myriad of factors including the emergence of intense, dynamic competition and consolidation, increasing expectations of demanding, sophisticated consumers, and decreasing funding and utilization have generated an increasingly challenging healthcare environment. Governments around the world experiencing tremendous pressure to not only control the escalating costs while at the time trying to improve the quality and securing access to health services. There is a strong resonance between the need for dealing with the issue of improving the efficiency and effectiveness of the healthcare delivery process and the ability of operations management (
OM
) concepts to mitigate the situation. Key
OM
themes such as capacity management, process flow, design and layout, quality management, lean principles, and supply chain management are discussed.
Supply Network Information Systems
Authors: Howard Mickey , Romano Pietro 
Published: January 2015

Abstract
Supply network information systems, also known as interorganizational information systems (IOIS) or Inter‐organizational systems (IOS), are systems based on information technologies that cross organizational boundaries. The introduction of the Internet and subsequent widespread use of web‐enabled computers from around 2000 onwards, means that it is now common practice for buyers and suppliers to exchange information using systems spanning more than a single organization. As part of a supply network strategy, IOS continue to proliferate as companies become aware of the potential of these systems to affect inter‐organizational interactions in terms of economic efficiency and strategic conduct (Bakos, 1991). For example, inter‐organizational systems enable firms to participate in electronic markets, offering considerable benefits in terms of improving transaction efficiency (e.g., elimination of paper‐based systems), eliminating uncertainty, and competing in electronic bids for new business (Gadde and Hakansson, 2001). At the ultimate level of integration, IOS enable all firms in the supply chain to be continuously supplied with information in real time.
Corporate Social Responsibility
Authors: Gao Yuhui , Wang Shuo 
Published: January 2015

Abstract
This article provides some general discussions on the issue of corporate social responsibility (CSR): (i) a few definitions of CSR, (ii) the discussion of corporate context in the CSR area, (iii) CSR‐related strategy, such as risk management, marketing management, and the stakeholder relationship management, and (iv) the outcomes of CSR, such as corporate reputation, corporate social performance (CSP), and corporate financial performance (CFP). In addition, practitioners and researchers devote considerable attention to CSR issues as well formulated CSR policies and practices help firms to enhance their environmental management, sustainable development capabilities, corporate reputations, and financial performance.
Work Engagement
Authors: Bakker Arnold B. , Schaufeli Wilmar B. 
Published: January 2015

Abstract
Work engagement is defined as a positive, fulfilling, work‐related state of mind that is characterized by vigor, dedication, and absorption. Engaged workers are full with energy (vigor), strongly involved in their work (dedication), and often fully concentrated and happily engrossed in their work activities (absorption). The most often used instrument to measure engagement is the Utrecht Work Engagement Scale (UWES), which has been validated across the world and shows good psychometric properties. The Job Demands–Resources model is one of the most often used models to explain engagement. Accordingly, job and personal resources are the most important predictors of engagement, and these resources become more salient and gain their motivational potential when employees are confronted with high job demands. The possible consequences of engagement are positive job‐related attitudes, health and well‐being, extra‐role behavior, and job performance. Organizations can increase employee work engagement by using particular HRM‐strategies, e.g., job redesign. Also, job rotation and changing jobs might result in higher engagement levels because it challenges employees, and stimulates learning and professional development. Employees may also actively change the content or design of their own jobs through ‘job crafting’ in order to stay engaged.
Engagement and Performance
Authors: Sparrow Paul 
Published: January 2015

Abstract
The article examines the assumptions made about performance within discussions about employee engagement. It argues that each model abd conceptualisation of engagement brings with it a set of implicit assumptions about this. However, these models differ. It is also unclear what causal direction should exists between engagement and organization performance. The job attitudes literature is used to consider the likely answer. Finally, questions are raised about the range of performance outcomes that engagement should be expected to impact.
Evidence‐Based Management
Authors: Rousseau Denise M. , Olivas‐Luján Miguel R. 
Published: January 2015

Abstract
Evidence‐based management (EBM) is the use of the best available evidence to improve the quality of managerial decision making. It comprises four fundamental activities that can be applied to the everyday exercise of management judgment and decision‐making: (i) use of the best available scientific findings; (ii) gathering of and attending to organizational facts, indicators, and metrics in a systematic manner to increase their reliability and usefulness; (iii) on going practice of mindful, reflective judgment, and use of decision aids to reduce bias and improve decision quality; and (iv) consideration of ethical issues including the short‐ and long‐term impact of decisions on stakeholders. It reflects a broader trend in professions including medicine, education, public administration, and so on for evidence‐based practice; that is, the increased and more effective use of scientific findings in practice‐related decisions. EBM builds on the body of management and social science research to make more systematic decisions that incorporate the best available organizational and scientific evidence.
Individualism–Collectivism
Authors: Ramamoorthy Nagarajan 
Published: January 2015

Abstract

During the past three decades, interest in national cultural values and how these values impact the effectiveness of managerial practices has gained prominence. In this respect, the cultural level variable of individualism–collectivism (IC) has been researched extensively. Research on
IC
has treated
IC
as a dichotomous cultural level variable to study its influences on management practices such as nature of employment relationship, job design and teamwork, recruitment and selection practices, employee training and development, performance appraisal and feedback, organizational reward systems, career management, employee tenure, and other work‐related values such as job satisfaction, organizational commitment, and organizational citizenship behaviors. In addition, research on
IC
has also treated it as an individual difference variable and has examined its impact on employee work values and attitudes. In this article, the nature of
IC
and how this important concept has implications for managerial practices in the areas of job design, recruitment and selection employee training and development, performance appraisal, organizational reward systems, and career management practices is highlighted.
Intuition
Authors: Hodgkinson Gerard P. , Sadler‐Smith Eugene 
Published: January 2015

Abstract
This article outlines the principal advances in the scientific study of intuition that have a bearing on organizational behavior and related subfields of the management and organization sciences. Following major developments in the social neurosciences, personality, and individual differences, especially dual‐process conceptions of human cognition, the notion of intuition has moved from the fringes of academic respectability to the center ground in the analysis of organizational decision processes.
Lean Systems
Authors: Cullinane Sarah‐Jane 
Published: January 2015

Abstract
Lean systems are now regarded as a culture, which incorporates technical tools and management philosophies that are oriented toward the incorporation of value and waste elimination into the work process. This article outlines the evolution of the term “lean” and presents recent operationalization of lean manufacturing from both a technical and human perspective. Findings of research which examine the employee implications of lean manufacturing are also outlined.
Environmentally Sustainable Work Behavior
Authors: Davis Matthew C. , Challenger Rose 
Published: January 2015

Abstract
Promoting environmentally sustainable work behavior has rapidly increased as an area of interest in recent years for Organisational Behavior (OB) scholars. This article summarizes how the field has emerged from the broader sustainability agenda, describes the most influential theories and discusses the behavioral techniques employed in intervention studies. Major challenges and opportunities for research into environmentally sustainable work behavior are identified in particular, the need to integrate the diverse literature and utilize common methods and measures to aid theoretical advancement.
Prosocial Motivation
Authors: Cardador Maria T. , Franz Gentz 
Published: January 2015

Abstract
This entry first summarizes the psychological research on prosocial motivation in general and describes what is known about prosocial motivation within work settings. With respect to the research on prosocial motivation in general, we describe trait and state forms of prosocial motivation and highlight their individual‐ and group‐level correlates. With respect to the research on prosocial motivation in work settings, we describe what is known about the levels of workplace prosocial motivation, highlight the individual, job, leader, and organizational factors that contribute to prosocial motivation in the workplace, and summarize outcomes associated prosocial motivation in work settings.
Reemployment
Authors: Trif Aurora 
Published: January 2015

Abstract
Reemployment refers to obtaining a job after losing a paid employment position. Reemployment encompasses reinstatement and reengagement with a former employer as well as getting a new job with another employer. The process of transition from unemployment to reemployment is often very challenging. The main aspects that affect the success of reemployment can be categorised in three sets of interrelated factors. First, the personal aspects that contribute to reemployment success are the job seeker's human capital (i.e., having job‐related knowledge, skills and abilities), social capital (i.e., having a large social network of friends) and personality traits (i.e., extroversion and self‐efficacy). Age, racial, ethnic and gender discrimination may limit the reemployment success. Second, an intense job search process using a diversity of formal and informal sources of job information is associated with faster reemployment. Finally, situational aspects, such as the availability of jobs in the labour market as well as accessibility to outplacement(s) programmes and job (re)training affect the success of reemployment.
Relational Coordination
Authors: Gittell Jody Hoffer 
Published: January 2015

AbstractRelational coordination is a theory of coordination that makes visible the relational process underlying the technical process, arguing that coordination is not only the management of interdependence between tasks but also the management of interdependence between the people who perform those tasks. First, relational coordination theory starts by conceptualizing coordination as occurring through a network of relational and communication ties among participants in a work process, where a work process is a set of interdependent tasks that transforms inputs into outcomes of value to the organization. Second, this theory identifies three distinctive dimensions of relationships – shared goals, shared knowledge, and mutual respect – that together are argued to underlie the effective coordination of work. Third, these dimensions are conceived as existing between work roles rather than between individual participants. Fourth, the theory explains how relational forms of coordination influence quality and efficiency outcomes, and how this influence is weaker or stronger depending on the nature of the work. Fifth and finally, the theory explains how formal organizational structures can be designed to support relational forms of coordination, rather than suggesting that formal structures are necessarily substitutes or impediments to relational coordination.
Critical Theory
Authors: Harney Brian 
Published: January 2015

Abstract
Critical theory is a school of thought which challenges dominant ways of exploring and explaining organizational phenomenon. It has its origins in the so‐called “Frankfurt School” and includes the work of scholars such as Max Horkheimer, Theodor Adorno, Herbert Marcuse, and Jürgen Habermas. The core of critical theory involves exposing existing modes of domination and oppression and offering alternative possibilities which emancipate those once excluded and silenced.
Levels of Analysis
Authors: Dawson Jeremy F. 
Published: January 2015

AbstractThelevel of analysisis where, in a hierarchy of units, the analysis of data occurs. This entry defines levels of analysis typically found within organizational behavior, demonstrating how they are linked more to theory than they are to measurement, an illustrates how data may be aggregated from one level to another in order to answer a relevant research question. It also introduces issues of multilevel and cross‐level theory, data, and analysis.
Rationality
Authors: Carroll Stephen J. 
Published: January 2015

AbstractRationality and rational models for decison‐making have been advocated for use in human decision‐making since the time of Aristotle. This has been especially true of managerial decison‐making. However empirical studies of managers indicate that such rationality approaches are typically limited by the contex of the decision‐making process. More recent empirical studies have indicated that there are always some emotional aspects in the decision‐making process and also that decision‐makers typically make various systematic errors when making decisions.