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The purpose of this paper is to demonstrate how action research-based interventions can effect change in a complex and challenging professional service environment (Lewis and Brown, 2012). This paper presents a successful way to do this. First, by eliciting factors for change driven by deregulation in the United Kingdom’s (UK) legal service sector (Falconer, 2005). Second, by designing and implementing context-sensitive change in a selected legal service firm.

This research adopts a participatory action research methodology involving the use of systems thinking (namely the PrOH modelling methodology) to design suitable interventions and catalyse change.

This study has generated new knowledge on three fronts–to the legal service operations, to methodology and to the intellectual framework used for abductive reasoning (Checkland and Poulter, 2006). Lessons are transferable to wider professional service operations research. Findings indicate, despite traditional challenges of delivering typical professional services, there is potential for rationalising processes and service delivery commodification, mainly in the low volume, high variety legal service typology (Silvestro et al., 1992).

This research uses data from an in-depth study of a single organisation.

This research helped legal service professionals to improve overall efficiency and effectiveness and create new management tools.

This research could help improve legal service operations and make them more accessible.

This research applies a novel, systems thinking based methodology for the first time in a complex professional service operations environment leading to three-fold contributions in the areas of practice, theory and methodology. The paper uses a change management framework (the Change Kaleidoscope), a soft systems methodology (PrOH modelling) and applies these to legal services.

The purpose of this paper is to investigate dependencies that arise between companies during the ramp-up of production volume in the electric vehicle (EV) supply chain.

An inter-company case study method has been used. Data were collected via tours of manufacturing plants, workshops and interviews from multiple tiers in a supply chain, namely, a niche EV manufacturer, as well as two of its tier-one suppliers and five of its tier-two suppliers.

As production volumes increased, a more relational approach was found to be necessary in inter-company relationships. The authors’ research showed that key suppliers, in addition to providing the parts, pursued a supply chain orchestrator’s role by offering direct support and guidance to the niche EV manufacturer in designing and executing its development plans.

The resource dependence theory (RDT) is used to analyse and explain the changing dependencies throughout the planning and execution of production ramp-up.

This study will help supply chain managers to better manage resource dependencies during production ramp-up.

This study explores dependencies during the early stages of the production ramp-up process in the EV sector, which is in itself in the early stages of evolution. RDT is used for the first time in this context. This study has moved beyond a simple dyadic context, by providing empirical insights into the actions taken by an EV manufacturer and its suppliers, towards a multi-tier supply chain context, to better manage resource dependencies.

The purpose of this paper is to improve the efficacy of professional support services and teaching processes within a leading UK university so that they align better to changing academic requirements and external market forces, using a novel systems thinking methodology. A case study is given from a school in a leading UK university.

The case uses a novel process modelling methodology known as the process-orientated holonic modelling methodology. Abducted rationalisation is used to reflect upon the 4V’s theoretical concept of operational characteristics (volume, variety, variation over time and visibility). The paper also briefly describes the unique systems thinking principles behind the methodology and its use of abductive rationalisation.

The methodology and models show that it is advantageous to simultaneously review strategic processes and operational processes because this enables roles, processes and tasks to be more purposefully redefined and more closely meet endogenous organisational requirements and exogenous market forces.

This work will interest organisational analysts wishing to use a novel approach to improve strategy and operational processes in higher education and universities. The practical implications of the study are discussed using the 4V’s theoretical concept: volume of throughput, variety of offerings, variation over time and visibility of processes to students. The international context and implications are outlined.

The purpose of this paper is to know which growth-impeding constraints are perceived to act upon operations of small- to medium-sized (SME) companies by their owner-managers and to recommend transitionary paths to elevate constraints and increase contribution levels made by SMEs’ operations. To do so, this research has been primarily founded upon Hayes et al.’s (2005) operations contribution model for differentiating between different levels of operations’ contribution, and secondarily on the theory of constraints philosophy to explain the perceptions of constraints found at each level – current and future.

An open-ended survey and a series of group workshops have gathered new empirical data about these perceptions, which were coded using the relational content analysis to identify a parsimonious set of perceptual growth-impeding constraint categories. The most popular transitions were identified and a correlation of frequency rank orders between “perceived current” and “perceived future” constraints categories was calculated, and likely transitionary paths for growth are discussed. Three SME case studies were documented in related action research to contextualise survey findings.

The most popular transition was from “neutral” to “leading”. A lack of people capability was perceived to be the most commonly reported growth-impeding constraint category, followed by a combined lack of process competence and product and service innovation, further followed by a lack of skills in information technology automation. In addition, a new conceptual model has been generated inductively to address shortcomings found in the original operations contribution model (Hayes et al., 2005) during its application to UK SMEs. The new model is referred to in this paper as the “Operations Growth Rocket”.

This research only used data from UK SMEs.

This work should help SME owner-managers to overcome growth-impeding constraints that act upon their operations and assist them to develop more effective actions and paths to increase the contribution levels made by their operations. This in turn should support growth of their organisations. Findings will also inform teaching about more effective operations management in SMEs.

This work should help UK SMEs to grow, which in turn will strengthen the UK economy.

A novel approach and new data from 208 SMEs modify a classical operations contribution model (Hayes et al., 2005). This is achieved by considering transitionary paths to be meta-categories continua abstracted from constraint categories combined with case data for moving towards higher levels of operations contribution, rather than using discrete growth-impeding and growth-constraining “levels”. This research has inductively generated a new version of the classical contribution model that should be more suitable for stimulating growth in (UK) SMEs.

The purpose of this paper is to investigate enterprise resource planning (ERP) systems development and emerging practices in the management of enterprises (i.e. parts of companies working with parts of other companies to deliver a complex product and/or service) and identify any apparent correlations. Suitable a priori contingency frameworks are then used and extended to explain apparent correlations. Discussion is given to provide guidance for researchers and practitioners to deliver better strategic, structural and operational competitive advantage through this approach; coined here as the “enterprization of operations”.

Theoretical induction uses a new empirical longitudinal case study from Zoomlion (a Chinese manufacturing company) built using an adapted form of template analysis to produce a new contingency framework.

Three main types of enterprises and the three main types of ERP systems are defined and correlations between them are explained. Two relevant a priori frameworks are used to induct a new contingency model to support the enterprization of operations; known as the dynamic enterprise reference grid for ERP (DERG-ERP).

The findings are based on one longitudinal case study. Further case studies are currently being conducted in the UK and China.

The new contingency model, the DERG-ERP, serves as a guide for ERP vendors, information systems management and operations managers hoping to grow and sustain their competitive advantage with respect to effective enterprise strategy, enterprise structure and ERP systems.

This research explains how ERP systems and the effective management of enterprises should develop in order to sustain competitive advantage with respect to enterprise strategy, enterprise structure and ERP systems use.

The purpose of this paper is to investigate how research and development (R&D) collaboration takes place for complex new products in the automotive sector. The research aims to give guidelines to increase the effectiveness of such collaborations.

The methodology used to investigate this issue was grounded theory. The empirical data were collected through a mixture of interviews and questionnaires. The resulting inducted conceptual models were subsequently validated in industrial workshops.

The findings show that frontloading of the collaborative members was a major issue in managing successful R&D collaborations.

The limitation of this research is that it is only based in the German automotive industry.

Practical implications have come out of this research. Models and guidelines are given to help make a success of collaborative projects and their potential impacts on time, cost and quality metrics.

Frontloading is not often studied in a collaborative manner; it is normally studied within just one organisation. This study has novel value because it has involved a number of different members throughout the supplier network.

The purpose of this paper is to investigate the use of high-value manufacturing (HVM) concepts in Scottish SMEs and define how they are being used to gain competitive advantage.

Cross-sectional research carried out using a large-scale survey of 435 SMEs and semi-structured interviews of a subset of 50 SMEs.

Findings indicate that HVM is not a homogeneous state but an umbrella term for a number of operational models adopted by manufacturers that are progressively moving from simple price-based production; companies must, as a foundation, be operationally excellent in all lifecycle phases before extending their capability by offering a more comprehensive service; HVM is not a static state but a journey that differs in nature for each manufacturer depending on the nature of its market and customer.

The approach to theory must be more integrated combining aspects of marketing, strategic and operational theory. Research must be carried out using the supply chain, rather than the firm, as the unit of analysis.

Manufacturing efficiency has now become an order qualifier and competitive advantage should now be sought through the integration of design, production and service activities from strategic levels down to operational levels across all the functions of a business which link seamlessly to customer and supplier activities.

This paper contains insights into Scottish SMEs and their practice of HVM; defines the activity that makes up HVM at an operational as opposed to an economic or strategic level; proposes a model that characterises the stages of HVM that SMEs transition through.