Abstract
This chapter starts with the evolution of operational competencies and presents a competency-based view of global operations strategy. After introducing concepts of global operational competencies, including time, quality, cost, flexibility and value-based competencies, we discuss the roles of competencies in global operations strategy and address approaches to achieving competencies. We use case examples including Toyota, Ryanair Airline, Mass Customization in Starbucks, Quality Excellence in Bosch, Time-based Competency of Zara, Grameen Bank, Kiva Systems and Amazon, and a case Samsung versus Apple Battle to explain competency-based fundamentals.
Keywords
- Corporate Social Responsibility
- Supply Chain
- Vertical Integration
- Total Quality Management
- Operation Strategy
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Blackburn, J. D. (1992). Time-based competition: White-collar activities. Business Horizons, 35(4), 96–101.
Bowen, D. E., & Jones, G. R. (1986). Transaction cost analysis of service organization-customer exchange. The Academy of Management Review, 11(2), 428–441.
D’Souza, D. E., & Williams, F. P. (2000). Toward a taxonomy of manufacturing flexibility dimensions. Journal of Operations Management, 18(5), 577–593.
Dibrell, C., Davis, P. S., & Danskin, P. (2005). The influence of internationalization on time-based competition. Management International Review, 45(2), 173–195.
Ettlie, J. E., & Penner-Hahn, J. D. (1994). Flexibility ratios and manufacturing strategy. Management Science, 40(11), 1444–1454.
Foster, S. T., Jr. (2008). Towards an understanding of supply chain quality management. Journal of Operations Management, 26(4), 461–467.
Fynes, B., Voss, C., & de Burca, S. (2005). The impact of supply chain relationship quality on quality performance. International Journal of Production Economics, 96(3), 339–354.
Garvin, D. A. (1987). Competing on the eight dimensions of quality. Harvard Business Review, 65(6), 101–109.
Gerwin, D. (1993). Manufacturing flexibility: A strategic perspective. Management Science, 39(4), 395–410.
Graves, S. C., & Tomlin, B. T. (2003). Process flexibility in supply chains. Management Science, 49(7), 907–919.
Gupta, Y. P., & Goyal, S. (1989). Flexibility of manufacturing systems: Concepts and measurements. European Journal of Operational Research, 43(2), 119–135.
Gupta, Y. P., & Somers, T. M. (1996). Business strategy, manufacturing flexibility, and organizational performance relationships: A path analysis approach. Production and Operations Management, 5(3), 204–233.
Jordan, W. C., & Graves, S. C. (1995). Principles on the benefits of manufacturing process flexibility. Management Science, 41(4), 577–594.
Kim, K. Y., & Chang, D. R. (1995). Global quality management: A research focus. Decision Science, 26(5), 561–568.
Kogut, B., & Kulatilaka, N. (1994). Operating flexibility, global manufacturing, and the option value of a multinational network. Management Science, 40(1), 123–139.
Lau, R. S. M. (1999). Critical factors for achieving manufacturing flexibility. International Journal of Operations and Production Management, 19(3), 328–341.
Noori, H., & Radford, R. (1995). Production and operations management: Total quality and responsiveness. New York: McGraw-Hill.
Ohno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge: Productivity Press.
Ohno, T., & Mito, S. (1988). Just-in-time for today and tomorrow. Cambridge: Productivity Press.
Porter, M. E. (1996). What is strategy. Harvard Business Review, 74(6), 61–78.
Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62–77.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.
Rich, N., & Hines, P. (1997). Supply-chain management and time-based competition: The role of the supplier association. International Journal of Physical Distribution and Logistics Management, 27(3/4), 210–225.
Riley, M., & Lockwood, A. (1997). Strategies and measurement for workforce flexibility: An application of functional flexibility in a service setting. International Journal of Operations and Production Management, 17(4), 413–419.
Robinson, C. J., & Malhotra, M. K. (2005). Defining the concept of supply chain quality management and its relevance to academic and industrial practice. International Journal of Production Economics, 96(3), 315–337.
Ross, D. F. (1997). Competing through supply chain management: Creating market-winning strategies through supply chain partnerships. Boston: Kluwer.
Skinner, W. (1974). The focused factory. Harvard Business Review, 52(3), 113–121.
Spear, S., & Bowen, H. K. (1999). Decoding the DNA of the Toyota production system. Harvard Business Review, 77(5), 97–106.
Spina, G., Bartezzaghi, E., Bert, A., Cagliano, R., Draaijer, D., & Boer, H. (1996). Strategically flexible production: The multi-focused manufacturing paradigm. International Journal of Operations and Production Management, 16(11), 20–41.
Stalk, G., Jr. (1988). Time – The next source of competitive advantage. Harvard Business Review, 66, 41–51.
Stalk, G., Jr., & Hout, T. M. (1990). Competing against time: How time-based competition is reshaping global markets. New York: Free Press.
Upton, D. M. (1994). The management of manufacturing flexibility. California Management Review, 36(2), 72–89.
Upton, D. M. (1995). What really makes factories flexible? Harvard Business Review, 73(4), 74–84.
Zeithaml, V. A., Parasuraman, A., & Berry, L. L. (1990). Delivering quality service: Balancing customer perceptions and expectations. New York: Free Press.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2013 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Gong, Y. (2013). Competency-Based Fundamentals. In: Global Operations Strategy. Springer Texts in Business and Economics. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-36708-3_4
Download citation
DOI: https://doi.org/10.1007/978-3-642-36708-3_4
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-36707-6
Online ISBN: 978-3-642-36708-3
eBook Packages: Business and EconomicsBusiness and Management (R0)