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This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

This study aims to extend ambidexterity theory from the perspective of organisational learning and examine how process ambidexterity, which comprises operational flexibility and operational routine, responds to environmental uncertainty and ultimately reduces organisational risks.

This study tests the hypotheses by analysing 464 annual reports of 115 listed companies in the Chinese agricultural and food industry using content and secondary data analyses. Four case studies are also provided.

The results show that (1) environmental uncertainty has a positive effect on either operational flexibility or operational routine; (2) both operational flexibility and operational routine have negative effects on organisational risks, supporting the view that process ambidexterity mediates the relationship between environmental uncertainty and organisational risks; and (3) organisational slack plays the role of “double-edged sword” by negatively moderating the effect of environmental uncertainty on operational flexibility and positively moderating the effect of environmental uncertainty on operational routine.

In an uncertain environment, companies are exposed to greater risk. This study contributes to risk management in three ways: first, it extends ambidexterity theory to process management and proposes how process ambidexterity balances operational flexibility and routines. Second, it distinguishes between the different conditions under which flexibility or routines are superior. Third, it explains the mechanisms related to how organisations can resolve environmental uncertainty into risk through process ambidexterity.

Gives an overview of quantitative model‐based research in operations management, focusing on research methodology. Distinguishes between empirical and axiomatic research, and furthermore between descriptive and normative research. Presents guidelines for doing quantitative model‐based research in operations management. In constructing arguments, builds on learnings from operations research and operations management research from the past decades and on research from a selected number of other academic disciplines. Concludes that the methodology of quantitative model‐driven empirical research offers a great opportunity for operations management researchers to further advance theory.

A major problem of operational control in the services industry is the integration of customers in the delivery process. The aim of this paper is to develop a method that allows service companies to evaluate the impact of customer integration on operational control in service processes.

The development of the proposed method follows a design science approach. Thus, the method is conceptualised on the basis of production, services and information systems research. A case study of loan processing in a bank serves to evaluate the applicability of the method.

As a result of this study, customer integration should be included into operational control following three steps: identification of the type of customer integration; quantification and characterisation of the impact of the integration; and identification of the appropriate mechanisms of operational control to deal with the customer integration better. The results of the case study show that customer integration has an impact on certain activities within a service process only but the results can be used to enhance operational control.

The method can be used by process managers of service companies to identify the impact of customer integration on operational control. Thus, decisions within operational control and consequently the overall productivity of a service process can be improved.

The paper delivers a new insight how customer integration and operational control can be linked in service processes. Thus, a theoretical gap in service operations literature is filled. Furthermore, the case study demonstrates how the method can be used in practice.

This study aims to investigate how compatibility between supply chain partners’ technological systems, as well as cultural and operational values, enhance supply chain process integration. Additionally, the paper examines whether supply chain capabilities mediate the relationship between supply chain process integration and organizational performance. The contradictory findings on the relationship between supply chain process integration and organizational performance in prior research point to the need for investigating the possibility of supply chain capabilities having a mediating effect on the link between the two factors.

The study used survey data from 302 managers and executives responsible for supply chain functions in food and hardware retailing businesses in Australia. Structural equation modeling (SEM) was used to test the proposed hypotheses, and then Zhao et al.’s (2010) procedure was used to test for mediation effects.

The results indicate that technical, operational and cultural compatibility facilitates supply chain process integration. In support of dynamic capabilities theory, the study reveals the importance of integrating resources among supply chain partners to achieve supply chain capabilities, operational and competitive performance. Additionally, the current study found supply chain capabilities to play a mediating role on the relationships between supply chain process integration and organizational performance.

The paper contributes to supply chain management literature by identifying technical, operational and cultural compatibility as antecedents to supply chain process integration. By revealing the mediating role of supply chain capabilities, the paper highlights how supply chain process integration enhance operational and competitive performance.

The main purpose of the expert system presented in the paper is to support proper decision-making to perform the operation of the complex and crucial technical system in a rational way.

The proposed system was developed using the universal concepts of a semi-Markov process, quality space and a multi-objective analysis. The maintenance and operation processes of a machine were modelled in the form of a semi-Markov process, the quality space was used to exclude the operation and maintenance process of critical quality and finally, thanks to implementation of a multi-objective analysis, the assessment system was build.

By generating each flow of the process, the expert system supports optimization of a technical system operation to choose the best maintenance strategy. Application of the expert system created based on a real industrial system is presented at the end of the paper.

The limitations of the proposed approach can be found in the parts of simulation and assessment. As the number of states to be taken into consideration increases, the time of calculation gets longer as well. As regards the assessment, ranges of the criteria argument have to be determined. Unfortunately, in some industrial systems, they are difficult to define or they are infinite and should be artificially limited.

The system provides three most important benefits as compared to other solutions. The first benefit is the system ability to make a choice of the best strategy from the perspective of the accepted criteria. The second advantage is the ability to choose the best operation and maintenance strategy from the point of view of a decision-maker. And the third is that the decision-maker can be completely sure that the chosen way of operation is not of critical quality.

The novelty of the proposed solution involves the system approach to the expert system design, thanks to the described procedure which is flexible and can be easily implemented in different technical systems which have a crucial impact on reliability and safety of their operation. It is the unique combination of probability-based simulation, multi-dimensional quality considerations and multi-objective analysis.

Consumer expectations of quality have grown in recent years, forcing organisations, both service and manufacturing, to adopt total quality management (TQM) principles to satisfy customer demands efficiently. However, previous studies on the performance impacts of total quality management practices have mainly focused on the financial performance of firms in the manufacturing sector. This study focusses on the research questions: (1) What is the effect of TQM practices on operational performance? and (2) How do TQM practices combine to influence the operational performance of healthcare facilities?

Using a sample of 154 health facilities (i.e. private hospitals, pharmacies, maternity clinics, and diagnostic centres), the authors applied symmetric (PLS-SEM) and asymmetric (fsQCA) data analysis approaches to examine how TQM practices influence the operational performance of health facilities in the Ashanti Region of Ghana.

The PLS-SEM results revealed that five out of the seven TQM practices investigated influenced operational performance. However, the fsQCA results identify five different complex combinations of TQM practices that lead to operational performance.

Longitudinal studies can be conducted in the future to assess changes in the variables over time. A control variable, such as firm size, should be considered to assess the level of implementation of TQM practices based on firm size. A different performance measure, for instance, sustainability indicators or the balance score card, could be used to examine performance.

A proper and coordinated integration of the TQM practices is required for firms to be able to achieve operational performance. TQM practices vary in their sufficiency for operational outcomes; therefore, management needs to carefully consider their implementation as part of the organisation's strategy.

This research, by focussing on TQM practices from both symmetrical and asymmetrical perspectives, contributes to the understanding of the literature on TQM, thereby providing actionable insight on how to invest in the various TQM practices for improved operational performance.

This paper uses data from 349 employee involvement (EI) team projects to explore the relationships between process type, operational performance, employee involvement, and environmental performance. We investigate the stated goals and outcomes of EI team projects and relationships among these. For repetitive manufacturing processes in particular, we find strong relationships between the operational goals and outcomes of teams and the positive environmental impact outcome. To the extent that environmental performance results from operational systems, this paper suggests that the continuous improvement efforts of operations managers, including EI team projects, can be a key source of environmental improvements. Managers who understand this will take overt steps to leverage their operational improvement systems for environmental gains. From a theory development standpoint, questions are raised regarding the areas of potential synergy between operational and environmental improvement.

The purpose of this paper is to investigate the impact of hard total quality management (TQM) practices on operational performance dimensions in manufacturing organizations.

The study was designed in the Jordanian manufacturing sector. Organizations that are familiar with hard TQM practices specifically that had already implemented ISO 9001 certificate were randomly surveyed through structured questionnaire, yielded a sample of 40 responding organizations. Principal component factor analysis was used to analyze hard TQM practices implementation and organizations operational performance dimensions. As a result, specific hard TQM practices and operational performance dimensions were extracted. The hard TQM practices that significantly influence operational performance dimensions were tested using simple and multiple linear regression analysis.

The research findings showed that hard TQM practices in manufacturing sector include; continuous improvement, statistical process control (SPC), process management and quality tools and techniques. Meanwhile, operational performance dimensions include; quality and inventory management performance. Also, the findings showed that continuous improvement and SPC practices play a major role in obtaining the desired results of operational performance.

Three limitations can be identified in this research, using subjective measures of TQM practices and operational performance, low response rate and using a sample of organizations from various industries. This paper can help Jordanian manufacturing organizations to foster proper practices and make the right decisions related to operational performance.

This study describes a reliable hard TQM model that can be used by manufacturing organizations to improve their operational performance. Also, the results of this study contribute to prior literature and recommend some best practices for manufacturing organizations.

The purpose of this paper is to investigate the effects of knowledge management (KM) on product and process innovations, as well as on operational performance (OP). In addition, the effects of product and process innovations on OP, as well as their mediating effects on the relationship between KM and OP, are also investigated.

A questionnaire-based survey was designed and used to collect data from 207 manufacturing companies operating in the Jordanian capital Amman. To assess construct validity, exploratory and confirmatory factor analyses were conducted. To test research hypotheses, the bootstrap re-sampling method was applied using Hayes’s SPSS multiple-mediator PROCESS macro.

The results indicate that KM has significant positive effects on product and process innovations, and OP. Process innovation was found to have a significant positive effect on OP, while product innovation was not. Furthermore, only process innovation was found to significantly mediate the KM-OP relationship.

The findings of this study provide useful insights about the role of KM in facilitating and enhancing product and process innovations, as well as OP in the surveyed manufacturing companies. An important implication concerns the roles of product and process innovations. Manufacturing companies seeking improvements in their OP are recommended to focus on process innovation rather than product innovation. While product innovation may affect other aspects of performance, such as market and financial ones, it was not found to significantly affect OP. Process innovation can also leverage KM’s contribution to manufacturing companies’ OP.

This is a pioneering study in that it developed an integrated model that depicts the interrelationships among KM, product innovation and process innovation and OP, in a developing country context.