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This research aims to empirically investigate the impacts of product and international diversification strategies on firm-level inventory performance.

This study empirically examines the associations between product and international diversification strategies and inventory performance based on a sample of 64,124 observations across 7,367 US publicly traded firms between 1989 and 2019 from the COMPUSTAT Segment, Fundamental Annual and Fundamental Quarterly data files. We employ both linear and nonlinear regression models to perform our empirical analysis.

This research provides strong evidence that there exists a U-shaped relationship between unrelated product diversification and inventory level and a partially inverted U-shaped relationship between international diversification and inventory level. We also find a positive impact of related product diversification on inventory level, but there is no significant curvilinear relationship between related product diversification and inventory level.

Our research findings offer important insights into top management’s strategic planning for diversification strategies and operations manager’s inventory control policies to achieve the strategic fit between corporate diversification and inventory management.

Product and international diversification strategies not only play an essential role in the firm’s competitive advantage, but also have a significant influence on operations manager’s inventory decision. This research is among the first to systematically investigate how top management’s related product, unrelated product and international diversification strategies may have complex nonlinear impacts on inventory performance.

The purpose of this paper is to investigate the complex interrelationships among the key constructs, supply chain orientation (SCO), supply chain integration (SCI) and supply chain performance (SCP) in Indian manufacturing industries. These relationships have been studied using the relational view (RV) and the knowledge-based view (KBV) theoretical perspectives.

The conceptual model was derived from the existing body of knowledge in the supply chain domain. The study is based on a sample size of 122 data collected via face-to-face meetings with the Indian manufacturers using well-established scales. The covariance-based structural equation modeling was used to test the proposed hypotheses.

In Indian manufacturing and supply chains, SCO has a positive relationship with SCI and SCP. Moreover, the direct impact of SCO on SCP diminishes when SCI is used as a mediating variable. This study also observes positive impact of: i) SCO on SCP, ii) SCI on SCP and iii) discovery of mediating role of SCI on SCP under the theoretical lenses of RV and KBV.

Cross-sectional survey of manufacturing firms of one country (using one response per firm) calls for validation covering other parts of the world and demands a longitudinal survey. This research will trigger more scholarly, practice and policy debate among researchers studying Indian and emerging economies context.

The notion of a holistic view of the SC with a focus on improving the customer value can enhance strategic partnerships among the SC partners (i.e. SCI) and overall SCP. Firms should make efforts to include SCI in SC designs to successfully transform SCO into SCP.

The originality of the research lies in studying the complex interrelationships among key concepts of SC in a unique Indian manufacturing context. The Indian supply chains operate in a set of unique characteristics, which have been detailed out in this paper. This paper not only establishes the mediating role of SCI for overall SCP in emerging economies but also enhances the scholarly knowledge in the SC domain. Most studies report SCO as a single-order construct, measured by scales comprising of only few items. The second-order SCO measures in this study bring credibility to the findings. Additionally, it contributes to both academicians and practitioners alike in the context of an integrated SC in emerging economies.

Gives an overview of interest in, and development of, quality management in local government. Outlines the process of transferring quality management to public sector services, highlighting a number of obstacles. Lists a number of external pressures that are forcing significant changes on local authorities. Details the requirements for quality management in the public sector, and concludes that the crux of the matter is identifying who actually is the customer of public services.

Second of two articles focusing on public sector service quality. Looks at a number of local authority case studies, and benchmarks these against the service quality model of Parasuraman, Zeithaml and Berry.

The purpose of this paper is to identify factors that can help managers to overcome barriers to alignment of operations strategy at the interface with marketing.

This objective required the application of a procedure based on strategic consensus and a deeper analysis, such that the delimitation of the study in a single case was mandatory. The strategic processes of interfacing involve managerial attributes that are subject to the influence of human aspects and, therefore, the research method used a qualitative approach. The protocol design included the following data sources: interviews, document reviews and researcher observations. The categorisation was made based on the theoretical references, the frequency of observations, common responses and information from documents.

The balance between intra‐functional trade‐offs, joint research on the competitive context, reflections on the understanding of customer needs and operational performance, and understanding of inter‐functional trade‐offs were the main factors verified. They effectively support decisions associated with interface processes and promotes the integration of these processes. They can generate inputs that enable managers to achieve an appropriate balance among alternatives in light of various trade‐offs.

These factors make possible new connections between strategic processes in the context of operations and marketing functions. The formations of these strategies are aligned through a better understanding of both threats and opportunities by means of a joint analysis of the competitive context. The presented findings can be used to develop a clear definition of strategic objectives of operations and a more appropriate treatment of market needs.

The findings from the research can be considered as new elements for promoting alignment in the formation process of the operations strategy. Little research to date has examined the operations‐marketing strategic interface of companies in the context of strategic consensus.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

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.

The manager who moves from manufacturing to services or the professor who wishes to research and teach service operations must recognise the key differences for developing an appropriate operations management strategy in a service business. For this process to be successful, the operations manager must participate assertively in the strategy debate. In manufacturing it is important that the functional strategy supports the corporate strategy in the marketplace and is co‐ordinated with other functional strategies. There is sufficient buffering between the manufacturing system and the customer that functional strategies can be developed within corporate strategies and then be co‐ordinated. In services, however, there are many issues where co‐ordination is not an adequate response. Virtually all strategic issues involving customer contact and front‐office operations must be the result of joint decision making involving marketing, operations, finance, and human resources. What little buffering there is occurs between the front office and the back room. This interface then becomes the locus for interfunctional co‐ordination on strategic issues. Consequently, planning for the front‐office operation differs in many ways from the manufacturing strategy development, while the back‐room strategy differs little from the manufacturing strategy model. This article outlines and contrasts the processes for both manufacturing and services, paralleling the models of Wheelwright and Hayes and Hill. The observed process differences have major implications for both teaching and research in service operations. The new and interesting issues are predominantly interfunctional and, given the intellectual backgrounds of the various functional areas, interdisciplinary.

The respective roles of marketing and operations management in contributing to effective strategy are considered. This article considers both the technological developments and the changes in management perspectives. Technology has presented management with increased flexibility in the strategic positions available. Some argue (Porter, 1996) that technological developments have been viewed as opportunities to increase productivity rather than to shift the organisations strategic direction. An increasing application of value as a customer requirement has resulted in a corporate value proposition: a statement of how superior value is to be created and delivered. Operations strategy has typically been described as being supportive (to the overall organisational strategy) or exceptionally as a major element of an organisations competitive advantage. A number of authors have identified operations strategies which link manufacturing operations and strategic management. A missing link is an exploration of the marketing/operations interface and how this may lead to an effective value based strategy.

Successful Web‐based information systems (WIS) are critical for electronic retailers to attract and retain consumers and deliver business functions and strategy. However, the design and development of a WIS may include many business, technology and user challenges. Understanding and fulfilling the critical requirements of these challenges will determine the success of a WIS commercial application. In this paper, we present an abstract model for WIS design in e‐retailing. Unlike previous WIS research, this model offers an integrated and overall view, where four interconnected layers are investigated: business determinants; WIS; business interface; and users/customers. Through our discussion of this model, we provide researchers with a better understanding of WIS issues requiring further investigation, and provide practitioners with a foundation to understand WIS requirements and features for success.