Integrated assessment of operations strategy

Abstract

Abstract. Ineffective evaluation of operations strategy, resulting in negative side effects, is increasingly frequently reported in literature. It is mostly explained by non-integral and inconsistent assessment. Therefore an integrated framework for assessment was conceptualized to eliminate the reported dysfunctionalities. It is based on the paradigm of New Economy, holism, and departs from common but narrowing approaches, which solely focus on the business/company point of view. The proposal applies an ecosystemic perspective, which is fundamental for collaborative networks or when Internet ecosystems are used to drive operations. Both, procedural and cultural foundations are considered in the proposed solution.

A Method to Assess Social and Human Factors of Production Innovations

“…According to the relational view [17] and the theory of factor endowments [18], human and social capital is supplemented by the networking and environmental endowments. This setup is compatible with the resource-oriented structure of the strategy base, which entangles ends (outcomescompetitive performance) and means: resources and strategic capabilities, including innovativeness [19]. Thus, a holistic framework can be derived to relate the human and social factors, the innovativeness and the performance.…”

“…Holistic assessment respects all stakeholders by the multi-perspective viewing of a domain [19]. In reference to the paradigm of new economy, we can identify the following perspectives for assessment of the ultimate effects: (i) economic (financial performance and capital turnover); (ii) social (welfare, safety, law observance and civic norms), (iii) ecological; (iv) customer and market; (v) operational; (vi) development (learning, innovation, growth); (vii) sustainability (resilience, vulnerability).…”

“…By adapting the reference framework of operations strategy presented in [19] and integrating the aforementioned items of human and social capital, a contextual model was developed that combines: (i) leading factors: internal resources and external endowments; (ii) lagging factors: human and social capital; (iii) outputs -strategic capability of interest: innovativeness; (iv) outcomes: internal and external performance (Fig. 1).…”

“…Own resources embrace all tangible and intangible assets that contribute to the human and social capital [19]. Organization refers to configuration, allocation, location, layout and links of own resources or sites.…”

“…External endowments are contributions from the networking of a firm and from environment. The base of strategy is complemented with particular strategic abilities, including the dynamic and evolutionary capabilities and the innovativeness [19]. The latter item is included in the proposed model.…”