Robert Van Der Meer

FACTORS INFLUENCING AN ORGANISATION'S ABILITY TO MANAGE INNOVATION: A STRUCTURED LITERATURE REVIEW AND CONCEPTUAL MODEL

Management literature prescribes innovation as a stimulus for sustained competitive advantage in companies; however, the nature of the development in this field has resulted in the literature being broad and fragmented. This paper focuses on the body of literature concerned with the factors which influence innovation management in organisations. The aim of this research is to present a holistic view of the factors that affect innovation management. Using a systematic literature review approach, using over 100 papers, this research identifies nine key factors that impact on an organisations ability to manage innovation. These nine factors have been identified as management style and leadership, resources, organisational structure, corporate strategy, technology, knowledge management, employees and innovation process. This paper then discusses the inductively derived model that presents the important relationships identified between the factors to present a holistic view of innovation management. From this, we open up the debate on innovation management as a systemic approach rather than being focused on the singular factors. We can therefore conclude that a number of dominant relationships exist between the factors with the innovation process being the only endogenous factor within the model.

Managerial processes: business process that sustain performance

Purpose – It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.Design/methodology/approach – The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.Findings – Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this m...

Modelling the reliability of search and rescue operations with Bayesian Belief Networks

This paper uses a Bayesian Belief Networks (BBN) methodology to model the reliability of Search And Rescue (SAR) operations within UK Coastguard (Maritime Rescue) coordination centres. This is an extension of earlier work, which investigated the rationale of the governments decision to close a number of coordination centres. The previous study made use of secondary data sources and employed a binary logistic regression methodology to support the analysis. This study focused on the collection of primary data through a structured elicitation process, which resulted in the construction of a BBN. The main findings of the study are that statistical analysis of secondary data can be used to complement BBNs. The former provided a more objective assessment of associations between variables, but was restricted in the level of detail that could be explicitly expressed within the model due to a lack of available data. The latter method provided a much more detailed model, but the validity of the numeric assessments was more questionable. Each method can be used to inform and defend the development of the other. The paper describes in detail the elicitation process employed to construct the BBN and reflects on the potential for bias.

A TQM Approach to HR Performance Evaluation Criteria

The impact and effectiveness of Human Resources (HR) performance evaluation system is studied through a questionnaire survey of Scottish-based quality driven organizations. Findings suggest that improvement of employees performance, customer care, active involvement and approaching performance evaluation as a quality effort are the most generally agreed components of a Total Quality Management (TQM) driven HR performance evaluation

An Empirical Approach to Service Classification for Productivity Management Studies

This paper presents key results of a research project on the application of service dimensions and classifications, to study differences between productivity management challenges across 12 important service sectors in the UK. The research methodology was mainly empirical in nature: unlike other research in this area, appropriate service dimensions and consequent classification models were introduced only after analysing the relationship between a number of candidate dimensions and aspects of productivity management. Among the dimensions studied, Front/Back Value Added, Personnel Judgement and Product/Process Focus turned out to be suitable indicators for a range of aspects relating to productivity management in services.

The role of group working in assembly organization

Demonstrates how different forms of assembly organization can be classified on the basis of three structural characteristics and analyses the possible relationships between these characteristics and the various dimensions of competitive advantage. Uses the resulting model of the “assembly organization cube” to show that ‐ apart from four “pure” forms of assembly organization ‐ there is a multitude of potential “hybrid” forms, all of which may be expected to support the competitive advantage of the business in different ways from one another. Applies the model to a case study of group working in a clothing manufacturing plant. Explains how the net effects of the move from progressive assembly in batches towards a form of assembly organization incorporating somewhat longer task cycles, tighter coupling, and a more horizontal form of co‐operation have been significant improvements in each of the dimensions of competitive advantage targeted (throughput times, product flexibility, in‐process quality, and production efficiency) as well as an increase in the level of job satisfaction of assembly operators.

Managerial Processes - An Operations Management Perspective Towards Dynamic Capabilities

Motivated by the view that the managerial processes underpin the dynamic capabilities of the firm, this article seeks to review the current state of knowledge on managerial processes and propose a research agenda towards a better understanding of managerial processes. A systematic approach to the literature review covering business process and strategic management fields concludes that managerial processes are critical for sustaining and developing competitive advantage, but our understanding as to what they are, their contents and how they function is limited. A definition for managerial processes is proposed and the context within which managerial processes function is identified. An empirically based research agenda, comprising research questions, is outlined that would serve to enhance our understanding of the managerial processes that underpin dynamic capabilities.

A TQM Approach to HR Performance Evaulation: A Questionnaire Survey

The impact and effectiveness of Human Resources (HR) performance evaluation system is studied through a questionnaire survey of Scottish-based quality driven organizations. Findings suggest that improvement of employees performance, customer care, active involvement and approaching performance evaluation as a quality effort are the most generally agreed components of a Total Quality Management (TQM) driven HR performance evaluation

Prevalence and health care–seeking behavior for childhood diarrheal disease in Bangladesh

In Bangladesh, the burden of diarrheal diseases is significant among children <5 years old. The objective of this study is to capture the prevalence of and health care–seeking behavior for childhood diarrheal diseases (CDDs) and to identify the factors associated with CDDs at a population level in Bangladesh. We use a logistic regression approach to model careseeking based on individual characteristics. The overall diarrhea prevalence among children <5 years old was found to be 5.71%. Some factors found to significantly influence the health care–seeking pattern were age and sex of the children, nutritional score, age and education of mothers, wealth index, and access to electronic media. The health care service could be improved through working in partnership with public facilities, private health care practitioners, and community-based organizations, so that all strata of the population get equitable access in cases of childhood diarrhoea.

Manufacturing Strategy : Formulation and Implementation

Acknowledgement Memo to: Manufacturing Managers Dedication Part A Creating the Vision Chapter 1 The Strategy Document 1.1 Why a Manufacturing Strategy? 1.2 Who Does What in Determining a Manufacturing Strategy? 1.3 Format and Structure 1.4 Background: Function Definition and Current Situation 1.5 Basis for Competitive Advantage 1.6 Key Issues 1.7 Strategic Aims 1.8 Strategic Initiatives 1.9 Strategic Leadership: Communicating the Strategy Chapter 2 Core Analysis 2.1 Introduction 2.2 Manufacturing and the Competitive Stance of the Business 2.3 Conditions to Initiate Investment or Change 2.4 Strengths -- Weaknesses -- Opportunities -- Threats 2.5 Internal Trends and Events 2.6 External Trends and Events 2.7 Expectations of Interested Parties 2.8 Production Performance Criteria and Analysis 2.9 Strategic Scenarios Chapter 3 Further Analysis and Synthesis 3.1 Technology 3.2 Myths, Legends and Lessons from the Past 3.3 The Manufacturing Infrastructure 3.4 Cross Functional Synergies 3.5 Contributions from the Workforce 3.6 Plant Location, Capacity and the Link with Logistics 3.7 Distilling the Key Issues: Profiles and Evaluation 3.8 Confronting the Mission Statement Part B Converting Strategy to Reality Chapter 4 The Operating Plan 4.1 Introduction 4.2 Operating Plan Structure 4.3 Process to Develop the Operating Plan 4.4 Management Control during the Business Year 4.5 Issues in the Implementation of Strategy Part C Current Topics of Debate Chapter 5 The Role of Manufacturing Management 5.1 Perspective 5.2 The True Role Chapter 6 JIT vs OPT vs MRP II vs CIM -- A Generic Strategy? 6.1 Manufacturing Resources Planning: MRP II 6.2 Just-in-Time: JIT 6.3 Optimised Production Technology: OPT 6.4 Computer Integrated Manufacturing: CIM 6.5 Who Wins? A Senior Management Perspective Chapter 7 Global Manufacturing Strategies -- An Overview 7.1 The Process Appendix 1: An Example of a Manufacturing Strategy Appendix 2: Format of an Operating Plan Document References Answers to Exercises Index