International operations strategy of public sector organisations

Public sector organisations in many countries are internationalising their operations into other countries. This internationalisation frequently follows channels such as aid schemes offered by the country's government. An investigation was conducted to determine whether the four categories of stJ'ategy approach in Miles and Snow's typology could be used to categorise the internationalisation operation strategy approach of Australian public sector organisations. Qualitative data collected from eight Australian public sector organisations determined that a set of nine operations strategy dimensions identified from the literature applied to the internationalisation behaviours of Australian public sector organisations. The data also indicated that Miles and Snow's four categories of strategy could be used to describe the combined international operation strategy behaviours of Australian public sector organisations. In addition, it was found that the international operation strategy behaviours of Australian public sector organisations aligned with at least two (and in one case four) of Miles and Snow's strategy categories. Alignment with two of Miles and Snow's strategy categories was quite commonly identified in other empirical studies of this typology.

Towards an operations strategy for product-centric servitization

Purpose – This paper aims to present a framework that will help manufacturing firms to configure their internal production and support operations to enable effective and efficient delivery of products and their closely associated services. Design/methodology/approach – First, the key definitions and literature sources directly associated with servitization of manufacturing are established. Then, a theoretical framework that categorises the key characteristics of a manufacturer's operations strategy is developed and this is populated using both evidence from the extant literature and empirical data. Findings – The framework captures a set of operations principles, structures and processes that can guide a manufacturer in the delivery of product-centric servitized offering. These are illustrated and contrasted against operations that deliver purely product (production operations) and those which deliver purely services (services operations). Research limitations/implications – The work is based on a review of the literature supported by data collected from an exploratory case study. Whilst it provides an essential platform, further research will be needed to validate the framework. Originality/value – The principal contribution of this paper is a framework that captures the key characteristics of operations for product-centric servitized manufacture.

International communication strategy followed by Ikea : analysis of campaigns in different countries, features and possible justifications of the differences

International communication strategy followed by Ikea analysis of campaigns in different countries, features and possible justifications of the differerences.

Enhancing the link between business and operations strategy.

This paper reprots on the use of banchmarking to improve the links between business and operations strategies. The use of benchmarking as a toll to facilitate improvements in these crucial links is examined. The existing literature on process benchmarking is used to from a structured questionnaire to apply to six case studies of major manuifacturing companies. Four of these case studies are presented in this paper to highlight the use of benchmarking in this application. Initial researh results are presented drawing upon the critical success factors indentified both in the literature and on the case results. Recommendations for further work are outlined

Benchmarking the business and operations strategy link.

This paper reports on the use of benchmarking to improve the links between business and operations strategies. The use of benchmarking as a tool to facilitate improvement in these crucial links is examined. The existing literature on process benchmarking is used to form a structured questionnaire to apply to six case studies of major maunfacturing companies. Four of these case studies are presented drawing upon the critical success factors identified both in the literature and on the case results. Recommendations for further work are outlined.

International Partnering strategy for e-learning provider in emerging economies: Evidence from East Africa learning institutions

International partnership has received growing interest in the literature during the past decades due to globalization, increased technological approaches and rapid changes in competitive environments. The study specifically determines the support provided by international partners on promotion of e-learning in East Africa, assess the motives of partner selection criteria, the determinants of selecting partners, partner models and partner competence of e-learning provider. The study also evaluates obstacles of e-learning partnering strategy in East Africa learning institutions. The research adopts a descriptive survey design. Target population involved East Africa learning institutions with a list of potential institutions generated from the Ministry of Higher Education database. Through a targeted reduction of the initial database, consisting of all learning institutions, both public and private, the study created a target sample base of 200 learning institutions. Structured questionnaires scheduled were used to collect primary data. Study findings showed the approach way East African communities in selecting their e-learning partners depend on international reputation of partners, partner with ability to negotiate with foreign governments, partner with international and local experiences, nationality of foreign partner and partners with local market knowledge.