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Qualitative research for education: An introduction to theories and methods

Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

A natural resource-based view of the firm

行銷硏究 : Marketing research

Globalisation of supply chains makes their management and control more difficult. Blockchain technology, as a distributed digital ledger technology which ensures transparency, traceability, and sec...

Blockchain technology and its relationships to sustainable supply chain management

Industry 4.0 technologies: Implementation patterns in manufacturing companies

This paper presents a proposal for integrating materials flow, production control and quality control The proposal is based on three principles: that materials flow must be as simple as possible, that a production control system must be compatible with the production system and that the production pace must take account of demand, capacity and quality The paper examines the dependent relationship between Production Control (PC) and Quality Control (QC) since this relationship provides opportunities for improving manufacturing performance A case study performed at the world’s largest pencil factory suggests that the proposal contributes effectively to operations management at the shop floor level

/pdf/integrating-materials-flow-production-control-and-quality-3i6fg5cp1y.pdf

Integrating Materials Flow, Production Control and Quality Control: a Proposal and Case Study

Some approaches have emerged in order to increase companies’ performance in their operations.  Lean Manufacturing is among them, in virtue of its productivity improvement, as well as Quick Response Manufacturing (QRM), for its high-variety strategy. However, the literature has not elucidated yet how to use together these two approaches or whether they complement each other.  The aim of this article is to find similarities, differences, and complementarities of both approaches.  To achieve this, we used a literature review, classifying papers mainly by the type of approach and cited tools.  The main differences found were related to production systems and their performance indicators.  The principal similarities were in waste-reduction strategies, cell grouping and setup reduction.  The main complementarity were found in increasing flexibility from QRM to Lean in production as well as in supply chains.  Future research may empirically explore a combination of the two approaches.

https://periodicos.uninove.br/exacta/article/download/6844/3418

Lean e QRM: diferentes ou semelhantes? Revisão da literatura

Lean has been one of the most important developments in OM. Yet, many make-to-order shops found lean‟s control techniques do not apply. Workload Control is a planning and control concept designed to address this need. A simple operationalization is presented underlining Workload Control‟s suitability for small shops with restricted financial resources.

/pdf/lean-for-small-make-to-order-shops-operationalizing-workload-kwpazb3b6z.pdf

Lean for small make-to-order shops:operationalizing Workload Control (WLC) using spreadsheets

O presente artigo apresenta os resultados de uma pesquisa que teve o objetivo de identificar, por meio de um survey nos polos calcadistas de Franca, Birigui e Jau, a presenca/ausencia de foco estrategico nas empresas e a consistencia/inconsistencia entre fins e meios. O procedimento de pesquisa utilizado foi a pesquisa de avaliacao, tambem conhecida como survey. Vinte e nove empresas, selecionadas por meio de amostragem probabilistica e aleatoria, participaram da pesquisa. Para tais identificacoes, utilizou-se o metodo desenvolvido por Godinho Filho e Fernandes (2009). Dentre os principais resultados, verificou-se que 69% das empresas calcadistas entrevistadas encontram-se sem foco estrategico e 79,3% dos respondentes apresentam inconsistencia entre fins e meios. Alem disso, 62,1% dessas empresas estao em ambas as situacoes (inconsistencia entre fins e meios e ausencia de foco estrategico). Este trabalho apresenta como contribuicao o alerta para a existencia de falta de foco estrategico e de situacoes de inconsistencia entre fins e meios em empresas do setor calcadista. Essas informacoes sao importantes para o setor coureiro-calcadista, que apresenta um historico de crise, indicando a necessidade das empresas se reestruturarem estrategica e gerencialmente para encontrarem um 'norte' e, assim, sobreviverem neste ambiente cada vez mais dinâmico e competitivo.

/pdf/identificacao-de-foco-estrategico-e-de-consistencia-entre-4z2g16gipk.pdf

Identificação de foco estratégico e de consistência entre fins e meios em empresas calçadistas do Estado de São Paulo

Going Beyond Blockchain Adoption's Hype to Improve Supply Chain Sustainability: Evidence From Empirical and Modelling Studies

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