Search results

Consumer values increasingly favor sustainable development in products and services, thereby fostering the need to develop new operational and managerial practices that support sustainability in supply chain management. The purpose of this study is to identify relevant product features related to sustainable development in this context, and use the choice of mobile phone as an example in measuring their importance.

The study used two different methods (qualitative and quantitative) in two phases. First it organized focus‐group discussions in order to identify the features of sustainability that affect the choice of a mobile phone. The most significant features served as a starting point for the choice of attributes to be included in the final step, choice‐based conjoint analysis (CBC), which assesses respondents' value functions by means of latent class clustering. Between the two major phases it carried out two additional pre‐tests in order to reduce the number of attributes.

The results provide fundamental information concerning the relative importance of sustainability features in the selection of a mobile phone. The study identified four different clusters of purchasers: updaters, budgeters, environmentalists, and long‐life users. According to the findings, some consumers are willing to pay a premium for sustainability features. The authors discuss the potential implications of the results in the context of supply chain design.

The literature on supply chain management tends to see the consumers as a “black box”. This paper reports the first results of opening this box by linking the supply chain perspective to consumer choice behavior.

The purpose of this paper is to present the results of a comparison study of using a mobile medical information system between civilian medical students and physicians undergoing military service in Finland. Special emphasis is on differences in system usage, and perceptions towards the mobile medical system. Other points of interest are the important features of the mobile medical system, advantages and disadvantages of using the system in actual emergency situations and use of the device to search for general information.

The study is conducted between two groups of users, medical students and physicians undertaking military service.

The two groups are found to have similar behaviors toward the mobile system in different contexts. This study helps develop an understanding of how the two groups of users use a mobile medical information system while also providing insights of some behavioral differences between them. Not all of the differences are significant; indicating the possibility of developing a universal tool for both military and civilian contexts, but more contents of military medicine should be supplemented for military physicians.

This paper addresses an area of increasing research interest, i.e. mobile medical informatics.

The focus on reengineering in the early 1990s, and the more recent emphasis on process management and change management have increased both practitioners and researchers interest in the issues of measuring processes. The contradictory results of process change projects reported in the literature and our observations from research suggest conflicting requirements for measurement systems. In this article, we review process measurement schemes with particular emphasis on the measures of time, quality, costs and efficiency. With five case studies, we illustrate process structures and related measurements for both customized and standardized deliveries. A framework for setting objectives for different process types is proposed. The result is a normative scheme for different processes that suggests ways to set meaningful objectives for time, quality, costs and efficiency. Finally, conclusions and implications are presented.

There is a huge diversity among change initiatives, which range from streamlining single processes to corporate‐scale strategic restructuring. Accordingly, there is also similar diversity in the drivers and reasons for launching projects, as well as in results and tracers of projects. The reengineering literature has focused on operational improvement of a business process. More recently, the scope of process management has widened to examine the relation of strategic goals and the objectives of change projects. It seems to be that sometimes the drivers for starting a change project and tracers of the projects do not match. The results are often more limited in scope, than the objectives. Examines these relationships through 38 case studies. The results show that in all cases where the drives and tracers did not match, the shift was toward lower level results and tracers. Most apparently, this could be observed in projects aiming at changing business strategies, but with the result of updating information systems infrastructures. Develops a framework for analysing efficient matches of different types of drivers and tracers in development projects. The framework distinguishes between projects aiming at changing the business and those seeking to change processes. These can be further divided into classes according to objectives and results.

The objective of this paper is to understand the success factors of mobile operators.

Explores the business practices of leading carriers in Japan, South Korea, China, Europe and the USA.

The paper finds several common characteristics in the more successful markets including a handset design and quality of service that are aligned with the operators' service concepts, effective billing systems, reasonable prices, and targeted marketing strategies. While these internal factors can be easily copied by a mobile operator, it is found that there are additional, external factors such as the existing customer base and its preferences, government policy, technological constraints and value chain dynamics that can greatly affect the transferability of a mobile operator's business model to another market.

The findings present opportunities for further research including the possibility of developing a new theory into which factors are more difficult to transfer and why.

The practical implications of this paper are that operators who wish to pursue profitable business models need to take into account the factors of a successful business model and which ones are easily transferable in their respective markets and which ones are not.

The paper is unique in that we compare the business models of mobile operators across five different countries.

In recent decades, supply chains have diverged and new types of services and operators have emerged in the logistics sector. The purpose of this paper is to focus on analyzing service strategies and service‐related business models, as well as their modular business processes in logistic services. The aims are to describe these three levels and to match strategic service positioning with business models and modular business processes. Different types of services are analyzed and the analyses are conducted on both the industry and corporate levels.

The theoretical focus of the paper illustrates frameworks for service strategy, service positioning, business models, and business processes. The corporate level approach aims to describe the efficiency and quality of services and their processes, while the industry level approach focuses on service strategies in an industry and on the organization of business, i.e. business models. A case study is used to illustrate the strategic level divergence in logistic services and to match this with the business model framework and the business process approach.

The findings show that a match exists between service strategy, business models, and operational level business processes. Standardization, service productization and modularization of services, and also service production structures are useful tools for efficient service production and output.

Companies are currently examining new roles in supply chains and the logistics market. For management, the frameworks presented facilitate analysis of the different options available for the firm in terms of strategic positioning, structural business model portfolio, and modular business processes. Based on the theoretical frameworks, it is possible to evaluate past developments and also predict the future of services.

Sustainable operations are increasingly part of firms’ competitive strategies. Research widely investigates the relationship between sustainable operations and competitive advantage, considering financial performance as a dependent variable, and shows controversial results. The purpose of this paper is to operationalize competitive advantage as internal and external intangible benefits, such as human resource (HR) and customer benefits. HR benefits concern the deployment of a workforce pursuing a firm’s goals and strategy; customer benefits concern the improvement of a firm’s relationship with its customers.

Empirical results are provided in an analysis of data from a survey conducted on a sample of 107 Italian firms in the food industry. A single industry and country are selected to avoid possible differences in regulations and in operations processes. Structural equation modelling is used to test hypotheses relating sustainable operations to HR and customer benefits.

The authors distinguish between green and social operations practices. Green operations practices directly impact customer benefits but not HR benefits. Social sustainable operations practices do not directly impact customer benefits but instead have a direct impact on HR benefits. Hence, through HR benefits, they have an indirect impact on customer benefits.

The authors provide results showing to operations managers that both green operations and social operations are crucial to obtaining customer benefits. Social operations do this by enhancing HR benefits. Green operations instead are not positively related to HR benefits.

This research serves as an original contribution to the sustainable operations literature in two ways. First, from a resource-based perspective, the relationship between sustainable operations, HR benefits, and customer benefits is proposed and tested. Such benefits are also shown to be interrelated based on the service profit chain model. Second, green and social operations practices are analysed separately providing a nuanced view of benefits related to sustainable operations.