Logistics service performance measurement (PM) is a fundamental activity pertaining to the achievement of logistics goals and the improvement of services. The choice of…
Logistics service performance measurement (PM) is a fundamental activity pertaining to the achievement of logistics goals and the improvement of services. The choice of logistics PM criteria depends on stakeholder goals and expectations, including logistics service providers, customers and government and regulatory institutions. PM is especially challenging in areas where high values are at stake, several actors are involved and uncertainty about cause-and-effect relations is high. This paper aims to examine the measurement of performance in offshore oil and gas logistics, which has unique characteristics such as a supply chain (SC) exposed to a harsh environment, the presence of several independent carriers and a highly specialised and costly set of vessels involved in long-distance transport legs.
The study is designed as a multiple case study of two Norwegian shipping companies and two international oil and gas companies. Data were collected from several parts of the offshore service SC in several Arctic oil and gas fields.
This paper sheds light on the performance of the SC and presents key performance indicators for logistics operations. It concludes that the measurement of SC performance must be context-specific and emphasis needs to be placed on the degree of uncertainty and inter-dependency related to the SC in question.
The study suggests a list of context-specific key performance indicators for offshore logistics with a special emphasis on the peculiarities of a harsh operational environment.
This study examines the range of business strategies chosen among small and medium‐sized enterprises (SMEs) in their adaptation to increased market integration and higher competitive intensity. Longitudinal studies of SMEs in the Norwegian agro‐food industry show the effect of market fragmentation at strategic change capability. Analyses of strategy gives indication of high historic reliance on political sub‐strategies, and a lot of smaller firms being satisfied with the present more incremental adaptation pattern and a non‐profiled strategic posture. Some firms are, however, gaining advantage through efforts towards more distinct strategic positioning, combining market positioning tools and supporting resources such as competence, network resource accumulation. Implications for the future competitiveness in view of the market integration processes are reviewed. Suggested policy measures for the government to improve global competitiveness in transitional industries are outlined.
This paper aims to focus on the role of the community entrepreneur and the process of community entrepreneurship. It seeks to emphasize the social context as critical for…
This paper aims to focus on the role of the community entrepreneur and the process of community entrepreneurship. It seeks to emphasize the social context as critical for gaining access to the resources needed by a community venture and elaborates on the action pattern of the community entrepreneur towards raising critical resources from the environment.
The analysis is based on a longitudinal field study of community entrepreneurs in four Norwegian rural municipalities. The data consists of interviews, observations, and documents.
Community entrepreneurs create local arenas and thereby facilitate cooperative entrepreneurial action, through bridging social capital. The actors are part of these community contexts and are involved in a range of reciprocal relations. Thus, the actors' creative practices toward the community have to run parallel with the resource configuration process.
Future studies may provide a broader empirical platform in different communities, and take part in the process for a longer time period. One may also develop comparative studies focusing on the basic resource platform, the action pattern, and the performance of the different social ventures.
A major finding is that government support should be flexible and develop tools “tailored” to the characteristics of the rural communities. The combined resources of the entrepreneurs, social networks, and more formal institutions create more ambitious results.
The paper contributes to the field of entrepreneurship by studying community entrepreneurs and their entrepreneurial ventures. Further, an integration of a resource configuration approach and a practice‐oriented approach gives an increased understanding to the community venture creation process.