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Re-evaluates mainstream issues. Specialists contribute their experiences and thoughts on strategy (regards operations as an asset in their own right), methodology (examines approaches towards process improvement), technology (asks why implementation of technology problems dog organizations) and human issues (repositions human input to the top).

Operations Management

Introduction

THEME 1: OPERATIONS AS STRATEGY

Operations-Based Strategy - Robert Hayes and David Upton

Resource-based Competition and the New Operations Strategy - St[ac]ephane Gagnon

Stakeholder Capitalism and the Value Chain - Edward Freeman and Jeanne Liedtka

Managing the Transition from Products to Services - Rogelio Oliva and Robert Kallenburg

In Defense of Strategy as Design - Jeanne Liedtka

THEME 2: APPROACHES AND TECHNIQUES

Leveraging Management Improvement Techniques - Kenneth Euske and Steven Player

A Critical Examination of the Business Process Re-Engineering Phenomenon - Stefano Biazzo

Best Practice in Business Excellence - John Oakland, Steve Tanner and Ken Gadd

The Fallacy of Universal Best Practices - H J Harrington

THEME 3: THE ROLE OF TECHNOLOGY

Technology, the Technology Complex and the Paradox of Technology Determinism - James Fleck and John Howells

IT-Enabled Business Transformation - N Venkatraman

From Automation to Business Scope Redefinition

Executive Forum - Robert M Price

Technology and Strategic Advantage

Technology Infusion in Service Encounters - Mary Jo Bitner, Stephen Brown and Matthew Meuter

Integrating Environmental Issues into the Mainstream - Linda Angell and Robert Klassen

An Agenda for Research in Operations Management

THEME 4: HUMAN ISSUES

Seven Practices of Successful Organizations - Jeffrey Pfeffer

A Framework for Linking Culture and Improvement Initiatives in Organizations - James Detert, Roger Schroeder and John Mauriel

Empowering Service Employees - David Bowen and E Lawler

Client Co-Production in Knowledge-Intensive Business Services - Lance Bettencourt et al