| 1. |
- Aisenberg Ferenhof, Helio, et al.
(författare)
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Knowledge waste in organizations : A review of previous studies
- 2015
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Ingår i: Brazilian Journal of Operations & Production Management. - Rio de Janeiro : Brazilian Association for Industrial Engineering and Operations Management (ABEPRO). - 1679-8171. ; 12:1, s. 160-178
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Tidskriftsartikel (refereegranskat)abstract
- In this paper, we are interested in the knowledge that is “wasted” in organizations, that is existing relevant knowledge that is overlooked in the process of knowledge conversion. Given the competitive pressure firms are facing in today´s business environment, a waste of knowledge is not only costly but also dangerous. This means that we consider knowledge from a knowledge at risk perspective. Having this in mind, the purpose of this paper is to review research on knowledge waste in organizations to establish our current body of knowledge regarding this topic. The study consists of a systematic review of 51 peer-reviewed articles addressing knowledge waste in organizations. To the best of the authors’ knowledge, no systematic literature review on this topic has previously been published or presented. The topic seems to be a promising field for intensive research and offers a variety of future research avenues. In view of practitioners, the study´s finding may enable an increased awareness towards the areas where existing knowledge is at the mercy of “waste”. This can assist practitioners to better cope with risks related to this waste and, therefore, better exploit the (limited) knowledge base available.
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| 2. |
- Machado, Carla G., et al.
(författare)
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Industrial engineering, operations management and sustainability : Overview
- 2012
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Ingår i: Brazilian Journal of Operations & Production Management. - : Brazilian Association of Production Engineering (ABEPRO). - 2237-8960 .- 1679-8171. ; 9:2, s. 51-74
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Tidskriftsartikel (refereegranskat)abstract
- Several authors have been dedicating their efforts to understand and map topics and themes in the field of Industrial Engineering (IE), particularly those related to Operations Management (OM), with special regard to sustainability. Bibliometric analyses were performed by using information collected from 495 selected papers in nine OM-related international databases, based on the keywords “Sustainability” and “Operations Management”. Results pointed out to the evolution of the subject over the past two decades, the relationship among authors in their network of research, its effect on productivity and the related research topics. The results also indicated the main developing issues, authors, institutions and journals most devoted to the subject and the contribution of the study by establishing OM as a discipline in Industrial Engineering. Finally, the current paper will offer an overview of the trends for further research on sustainability into the OM field.
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| 3. |
- Pinheiro de Lima, Edson, et al.
(författare)
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Framing operations and performance strategic management system design process
- 2008
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Ingår i: Brazilian Journal of Operations & Production Management. - 1679-8171. ; 5:1, s. 23-46
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Tidskriftsartikel (refereegranskat)abstract
- The increasing competitive pressure resulting from operations activities and marketglobalization are forcing enterprises to reorient their strategies, operations systemsand processes. Specifically, organizations are paying closer attention to the changingnature of operations systems performance, to the point where operations strategicmanagement system used in enterprise performance evaluation becomes the main focusof redesign projects. This study explores the process rationality behind operations strategymanagement systems design, taking into account a content definition established by astructural specification of the management system and the integration of life cycle andimplementation models. This research proposes a framework that represents reconciliationbetween research and practice, contributing to the development and test of practicalsolutions for operations strategic management system design, implementation andmanagement. The main result is a synthesis of three frameworks that each addresses thedesign process in different levels: the performance management system life cycle model;the process approach for guiding design and implementation issues; and recommendationsthat synthesizes the design task. The study also discusses methodological choices inapproaching the design, implementation and use of an operations strategic managementsystem. Doing so, the study develops the discussion on structural and process aspects ofstrategic performance measurement system design.
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| 4. |
- Vega, Gabriela, et al.
(författare)
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The strategic role of lean : A discussion
- 2011
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Ingår i: Brazilian Journal of Operations & Production Management. - : Associacao Brasileira de Engenharia de Producao - ABEPRO. - 1679-8171. ; 8:1, s. 9-30
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Tidskriftsartikel (refereegranskat)abstract
- Operations strategy and its development have received a lot of attention in the operationsmanagement literature. However, literature related to benefits of improvement programs, suchas lean production, is often contradictory to operations strategy principles. There is a largebody of work arguing that lean can bring substantial performance improvements, indicatingthat operations strategy formalization might be unnecessary when certain operational processesimprovements are applied. However, some literature emphasize the importance of operationsstrategy, stating that its formulation leads to superior competitiveness when lean techniques areproperly related to competitive dimensions and to decision areas. In this study, a comprehensiveliterature review has been carried out to reveal insights on both streams of study and it is usedto conceive a framework and a research interview protocol based on that. Hence, this studycompares experts’ view of the strategic role of lean. Such a comparison is done through a rangeof interviews. The results support the notion that lean can generate a strong advantage in manycompetitive dimensions; even so, a formal strategy approach is still necessary to focus leanmodel implementation.
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