Sameer Prasad

International operations management research

Abstract This paper profiles the literature on international operations management (IOM) from 28 leading operations management, international business, and management journals over the years 1986–1997. Trends in the frequency of IOM articles published and in topical coverage are identified based on research appearing in the journal set reviewed. A framework is developed and presented for classifying the IOM research literature by topical area and scope. Based on the articles reviewed, IOM research is found to focus most on industrialized countries and regions. There is need for empirical studies that span a wider range of countries in order to glean broader insights and to develop generalized theories of international operations management. A number of issues are identified for possible future research. The IOM literature from the journal set is reviewed and the comprehensive set of bibliographic references included provides both academicians and practitioners with a useful source of information to draw from. As identified, much of the work in international operations management seems motivated by a desire to provide firms with an economic benefit. While this is undoubtedly worthwhile, the objective of IOM research could be broadened to encompass social and economic goals of non-profit organizations as well as international agencies such as the United Nations.

Cultural and structural constraints on total quality management implementation

We present a model delineating the influence of national culture and organizational culture/structure on the eff ectiveness of total quality management (TQM) implementation. Researchers can use this model to examine further connections between contextual variables and TQM success. Practitioners can identify the expected success of TQM programmes in their company, and use the four-step proactive approach to diagnose and change the companys culture and structure.

Factors influencing global supply chain efficiency: implications for information systems

Gaining a competitive advantage in international supply chains requires matching the value‐adding activities of a chain with the unique comparative advantages offered by diverse nations that make up the chain. To do this, a supply chain manager must identify and control the factors that influence the performance of the chain in each of the three areas, namely, procurement, processing and distribution. Controlling these factors requires, among other things, setting up suitable information systems. This article provides a checklist of factors and offers suggestions for international supply chain managers to gain competitive advantage.

International purchasing, inventory management and logistics research

Lays a foundation for a comprehensive awareness and understanding of research in the area of international supply chain management. More specifically, reviews publications constituting a decade of the most recent research in the three areas of international purchasing, inventory management and logistics in 22 leading academic and practitioner journals for the period 1986 through 1995. Through classification and review of this literature, enables a better understanding of this vast field while simultaneously making available a valuable source of information for academicians and practitioners to draw from. Discusses key research findings, provides an overall assessment of the research in these areas and shapes an agenda for future research by identifying important gaps in the literature.

International sourcing and logistics: an integrated model

Billions of dollars are being poured into developing nations by multinationals as part of their diversification, divestiture, facility location, and supplier selection strategies. By integrating the literature in international business, marketing, purchasing, and operations management, a contingency model is developed to minimize the overall costs of such decisions. This model provides linkages between the type of product, organizational and country characteristics, and the logistics and sourcing strategies. In addition, it provides specific recommendations to government officials in helping their countries become global platforms for manufacturing and attracting foreign investment.

International operations strategy: current efforts and future directions

In an intensely competitive global marketplace reshaped by the opening of new markets, the study of international operations strategy (IOS) is becoming increasingly important. This paper undertakes a comprehensive review of the IOS literature from 31 well‐regarded operations management and broad management journals over a 12‐year period from 1986 through 1997. It presents the findings and issues addressed in the research. It explores the trend in IOS publications and presents a breakdown of this literature based on its country‐ and region‐specific focus. It examines the mix of authorship of IOS research, the methodologies employed, and discusses future directions for IOS research.

Quality and developing countries: the role of international and organizational factors

Purpose – This research examines the literature on quality management in developing countries and explores the influence of important international and organizational variables on quality in developing countries.Design/methodology/approach – By drawing from the literature and gaining input from industry panels, it formulates specific propositions depicting the influence of international (economic, political/legal, cultural/social) and organizational (goals/priorities, commitment/control, centralization/decentralization, networking) factors on quality.Findings – A number of gaps are identified in the literature on quality management in developing countries along with significant challenges including differing perceptions of quality, the legacy of colonization and protectionist policies, and tight governmental controls.Research limitations/implications – The framework of this research develops general relationships between quality and international and organizational variables. Based upon the propositions d...

Information investment in supply chain management

Organizations have been investing heavily in building information links with their suppliers and buyers in order to reduce costs, lead times and quality problems, and improve on time customized delivery. At present, many of these firms are unsure of the degree to which this investment is necessary. A dynamic model is presented which builds on the impact of the evolving interactions of competitors’ activities and the learning which emanates over time. This dynamic model can be used by organizations to determine the level of expenditure necessary to remain competitive. In addition, this model brings out the fact that the systems’ learning will always lead to greater automation in the management of materials; however, the cost would vary according to the interplay of these two factors. This model should also help logistics managers design more effective information systems for their supply chains.

Publication patterns concerning the role of teams/groups in the information systems literature from 1990 to 1999

By reviewing 28 reputable journals that serve as outlets for information systems and operations management/research, 220 articles relating to information systems and teams/groups were identified over a 10-year period from 1990 through 1999. These articles were classified into 22 topic areas and subsequently cross-tabulated. The data indicate that the number of articles published in this area peaked in the mid 1990s, and that Communications of the ACM, Decision Support Systems, Information & Management, and Journal of Management Information Systems were the primary outlets. Key topic areas intersecting with teams/groups include: decision making, decision support systems, human factors, intra-organization systems, project management, telecommunications, and software. Also, connections between organizational behavior/social psychology and the current teams/groups research in information systems were discovered.

Strategic planning for disaster relief logistics: lessons from supply chain management

Management of disaster relief logistics requires different techniques at different levels. We identify four stages: 1 strategic planning which concerns high level decisions such as supplier selection and confirmation of communication protocols 2 preparedness which concerns decisions regarding the amount and location of relief supplies to be stored 3 pre-event response which concerns decisions during those occasions when an approaching disaster, such as a hurricane, has been detected 4 post-event response which concerns what needs to be done immediately after a disaster has occurred. In this article, we concentrate on the strategic planning stage and build an integrated logistics model based on elements of supply chain management theory. This model provides specific recommendations to practitioners and identifies important areas to be researched. We also point out the applicable techniques at each of the other stages and cite relevant literature.