Operations management/ a strategic approach Bettley,Alison [ed.]

IntroductionTHEME 1: OPERATIONS AS STRATEGY Operations-Based Strategy - Robert Hayes and David Upton Resource-based Competition and the New Operations Strategy - St[ac]ephane Gagnon Stakeholder Capitalism and the Value Chain - Edward Freeman and Jeanne Liedtka Managing the Transition from Products to Services - Rogelio Oliva and Robert KallenburgIn Defense of Strategy as Design - Jeanne Liedtka THEME 2: APPROACHES AND TECHNIQUES Leveraging Management Improvement Techniques - Kenneth Euske and Steven PlayerA Critical Examination of the Business Process Re-Engineering Phenomenon - Stefano BiazzoBest Practice in Business Excellence - John Oakland, Steve Tanner and Ken GaddThe Fallacy of Universal Best Practices - H J Harrington THEME 3: THE ROLE OF TECHNOLOGY Technology, the Technology Complex and the Paradox of Technology Determinism - James Fleck and John Howells IT-Enabled Business Transformation - N Venkatraman From Automation to Business Scope Redefinition Executive Forum - Robert M Price Technology and Strategic AdvantageTechnology Infusion in Service Encounters - Mary Jo Bitner, Stephen Brown and Matthew Meuter Integrating Environmental Issues into the Mainstream - Linda Angell and Robert Klassen An Agenda for Research in Operations Management THEME 4: HUMAN ISSUES Seven Practices of Successful Organizations - Jeffrey PfefferA Framework for Linking Culture and Improvement Initiatives in Organizations - James Detert, Roger Schroeder and John Mauriel Empowering Service Employees - David Bowen and E LawlerClient Co-Production in Knowledge-Intensive Business Services - Lance Bettencourt et al