The non-repetitive nature of projects, globalization, the growing number of distributed project teams, and the substantial number of high-tech projects in which the human brain is the most important resource are just few of the forces making human resource management in projects a critical success factor. These conditions challenge not only project team members' ability to collaborate, but also the capacity of the project manager to effectively manage human resources and to facilitate a collaborative work environment. The quantitative aspects of project management, such as scheduling, budgeting, and resource management, are supported by a large array of tools and techniques, many of them based on operations research methodologies and integrated into commercially available software for project management. However, these commercial software packages for project management offer very little support for the development and management of project teams.
{"title":"From Project Management to Team Integration: Key Issues in the Management of the Human Resource in Projects","authors":"Shy Ravid, A. Shtub, A. Rafaeli, Ella Glikson","doi":"10.1561/0200000032","DOIUrl":"https://doi.org/10.1561/0200000032","url":null,"abstract":"The non-repetitive nature of projects, globalization, the growing number of distributed project teams, and the substantial number of high-tech projects in which the human brain is the most important resource are just few of the forces making human resource management in projects a critical success factor. These conditions challenge not only project team members' ability to collaborate, but also the capacity of the project manager to effectively manage human resources and to facilitate a collaborative work environment. The quantitative aspects of project management, such as scheduling, budgeting, and resource management, are supported by a large array of tools and techniques, many of them based on operations research methodologies and integrated into commercially available software for project management. However, these commercial software packages for project management offer very little support for the development and management of project teams.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"443 1","pages":"89-160"},"PeriodicalIF":0.0,"publicationDate":"2013-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82882158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study examines the evolution of the United States (U.S.) economy after 1999, extending our previous studies [4, 8] up to 2007. The U.S. economy has moved steadily toward services and information-intensive sectors in terms of Gross National Product (GNP), employment, and wage distribution. Information-intensive services, the nexus of these two major trends, now compose the largest portion of the U.S. economy in terms of GNP value, jobs, and wages. In addition, we study the growth of international trade in services and information sectors, which is likely to become increasingly important in the future. Finally, we examine the factors underlying the shifts observable in the economy and the impact on competition, strategy, and sector structure.
{"title":"The U.S. Information Economy: Value, Employment, Industry Structure, and Trade","authors":"Uday M. Apte, U. Karmarkar, H. Nath","doi":"10.1561/0200000013","DOIUrl":"https://doi.org/10.1561/0200000013","url":null,"abstract":"This study examines the evolution of the United States (U.S.) economy after 1999, extending our previous studies [4, 8] up to 2007. The U.S. economy has moved steadily toward services and information-intensive sectors in terms of Gross National Product (GNP), employment, and wage distribution. Information-intensive services, the nexus of these two major trends, now compose the largest portion of the U.S. economy in terms of GNP value, jobs, and wages. In addition, we study the growth of international trade in services and information sectors, which is likely to become increasingly important in the future. Finally, we examine the factors underlying the shifts observable in the economy and the impact on competition, strategy, and sector structure.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"51 1","pages":"1-87"},"PeriodicalIF":0.0,"publicationDate":"2012-12-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83774070","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Why do supply chain contracts take the forms that they do? Which contracts should firms adopt to coordinate incentives along a supply chain? This monograph synthesizes the theory of contracts along supply chains. It integrates developments from two largely separate literatures, the management science literature on supply chain coordination and the economic literature on vertical control.
{"title":"The Economic Foundations of Supply Chain Contracting","authors":"H. Krishnan, Ralph A. Winter","doi":"10.1561/0200000029","DOIUrl":"https://doi.org/10.1561/0200000029","url":null,"abstract":"Why do supply chain contracts take the forms that they do? Which contracts should firms adopt to coordinate incentives along a supply chain? This monograph synthesizes the theory of contracts along supply chains. It integrates developments from two largely separate literatures, the management science literature on supply chain coordination and the economic literature on vertical control.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"1 1","pages":"147-309"},"PeriodicalIF":0.0,"publicationDate":"2012-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90726521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the last two decades or so, a significant emphasis of the research literature in operations management has been on the strategic interaction of firms in a supply chain. Individual firms in supply chains make decisions on multiple levers such as capacity, inventory and price, to name a few, that have consequences for the entire supply chain. In modeling strategic interactions, the operations literature has followed the large literature in industrial organization and economics. Competition between firms in a supply chain has largely been modeled using noncooperative game theory and the associated concepts of equilibrium that predict the outcomes. There are a few key differences between the industrial organization literature and the research in operations management. First of all, the operations literature looks more at operational variables, such as capacity and inventory, as a response to various sources of process uncertainty that any firm faces. The preferences of individual customers, their valuations and the construction of the specific form of the uncertainty is less of a concern (although more recent literature emphasize this). Second, the findings in the operations literature usually have the objective of improving individual firms' (and supply chains') profits and operational efficiencies rather than one of dictating economic policy. Third, although non-cooperative models are the norm, there is also an underlying emphasis in the operations literature on cooperation between firms in a supply chain to improve the overall profit of the supply chain. This is probably because, unlike the levers traditionally studied in economics, many operational variables in a supply chain are often jointly decided between firms. The goal of this review taps on this last sentiment. We provide an overview of some of the basic multi-firm models studied in supply chain management. We look at how the literature uses non-cooperative game theory to analyze these models. We then look at how some of these models can be analyzed using a cooperative bargaining framework. We compare the modeling tools and the insights one obtains by taking this twofold approach. This process also allows us to discuss a few topics of interest such as the relative channel power of a firm, the relative merits of using a non-cooperative game versus cooperative bargaining to model a supply chain setting, etc. Finally, we conclude this review by exploring some issues that remain unresolved and are topics for future research.
{"title":"Competition and Cooperative Bargaining Models in Supply Chains","authors":"Fernando Bernstein, M. Nagarajan","doi":"10.1561/0200000016","DOIUrl":"https://doi.org/10.1561/0200000016","url":null,"abstract":"In the last two decades or so, a significant emphasis of the research literature in operations management has been on the strategic interaction of firms in a supply chain. Individual firms in supply chains make decisions on multiple levers such as capacity, inventory and price, to name a few, that have consequences for the entire supply chain. In modeling strategic interactions, the operations literature has followed the large literature in industrial organization and economics. Competition between firms in a supply chain has largely been modeled using noncooperative game theory and the associated concepts of equilibrium that predict the outcomes. There are a few key differences between the industrial organization literature and the research in operations management. First of all, the operations literature looks more at operational variables, such as capacity and inventory, as a response to various sources of process uncertainty that any firm faces. The preferences of individual customers, their valuations and the construction of the specific form of the uncertainty is less of a concern (although more recent literature emphasize this). Second, the findings in the operations literature usually have the objective of improving individual firms' (and supply chains') profits and operational efficiencies rather than one of dictating economic policy. Third, although non-cooperative models are the norm, there is also an underlying emphasis in the operations literature on cooperation between firms in a supply chain to improve the overall profit of the supply chain. This is probably because, unlike the levers traditionally studied in economics, many operational variables in a supply chain are often jointly decided between firms. The goal of this review taps on this last sentiment. We provide an overview of some of the basic multi-firm models studied in supply chain management. We look at how the literature uses non-cooperative game theory to analyze these models. We then look at how some of these models can be analyzed using a cooperative bargaining framework. We compare the modeling tools and the insights one obtains by taking this twofold approach. This process also allows us to discuss a few topics of interest such as the relative channel power of a firm, the relative merits of using a non-cooperative game versus cooperative bargaining to model a supply chain setting, etc. Finally, we conclude this review by exploring some issues that remain unresolved and are topics for future research.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"8 1","pages":"87-145"},"PeriodicalIF":0.0,"publicationDate":"2012-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90084490","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Laboratory experiments give researchers a great deal of control, making them useful for testing analytical models. In this monograph I discuss methodological issues in designing and conducting laboratory experiments. I also summarize some of the recent advances in using laboratory experiments in Operations Management.
{"title":"Using Laboratory Experiments to Build Better Operations Management Models","authors":"Elena Katok","doi":"10.1561/0200000022","DOIUrl":"https://doi.org/10.1561/0200000022","url":null,"abstract":"Laboratory experiments give researchers a great deal of control, making them useful for testing analytical models. In this monograph I discuss methodological issues in designing and conducting laboratory experiments. I also summarize some of the recent advances in using laboratory experiments in Operations Management.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"20 1","pages":"1-86"},"PeriodicalIF":0.0,"publicationDate":"2011-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90241198","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The majority of publications in the extensive literature on resource-constrained project scheduling focus on a static deterministic setting for which a so-called baseline schedule is computed prior to project execution. In the real world, however, a project may be subject to considerable uncertainty. During the actual execution of a project, the baseline schedule may indeed suffer from disruptive events causing the actually realized activity start times to deviate from the predicted start times that were given in the baseline. This text focuses on robust project scheduling, in particular the development of effective and efficient proactive and reactive scheduling procedures. Proactive scheduling aims at generating robust baseline schedules that carry sufficient protection against possible schedule disruptions that may occur during project execution. Reactive scheduling procedures aim at repairing the baseline schedule when the built-in protection fails during the execution of the project. We discuss the fundamentals of state of the art proactive/reactive project scheduling approaches and, along the lines, discuss key directions for future research.
{"title":"Robust Project Scheduling","authors":"E. Demeulemeester, W. Herroelen","doi":"10.1561/0200000021","DOIUrl":"https://doi.org/10.1561/0200000021","url":null,"abstract":"The majority of publications in the extensive literature on resource-constrained project scheduling focus on a static deterministic setting for which a so-called baseline schedule is computed prior to project execution. In the real world, however, a project may be subject to considerable uncertainty. During the actual execution of a project, the baseline schedule may indeed suffer from disruptive events causing the actually realized activity start times to deviate from the predicted start times that were given in the baseline. This text focuses on robust project scheduling, in particular the development of effective and efficient proactive and reactive scheduling procedures. Proactive scheduling aims at generating robust baseline schedules that carry sufficient protection against possible schedule disruptions that may occur during project execution. Reactive scheduling procedures aim at repairing the baseline schedule when the built-in protection fails during the execution of the project. We discuss the fundamentals of state of the art proactive/reactive project scheduling approaches and, along the lines, discuss key directions for future research.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"11 1","pages":"201-376"},"PeriodicalIF":0.0,"publicationDate":"2011-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88330685","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Evdokimov, Benjamin Fabian, O. Günther, Lenka Ivantysynova, H. Ziekow
Radio Frequency Identification (RFID) has started to exert a major influence on modern supply chain management. In manufacturing, RFID changes the way objects are tracked on the shop floor and how manufactured goods interact with the production environment. In logistics, RFID is used to track and trace pallets or individual objects on a global scale. In retail, RFID is used to identify objects, retrieve related information, and prevent theft. Sometimes the tags remain attached to the objects post-sale, thus facilitating additional services. Overall, enterprises have much more detailed information about the objects: the use and produce, their location, their trajectories, and their physical state.
{"title":"RFID and the Internet of Things: Technology, Applications, and Security Challenges","authors":"S. Evdokimov, Benjamin Fabian, O. Günther, Lenka Ivantysynova, H. Ziekow","doi":"10.1561/0200000020","DOIUrl":"https://doi.org/10.1561/0200000020","url":null,"abstract":"Radio Frequency Identification (RFID) has started to exert a major influence on modern supply chain management. In manufacturing, RFID changes the way objects are tracked on the shop floor and how manufactured goods interact with the production environment. In logistics, RFID is used to track and trace pallets or individual objects on a global scale. In retail, RFID is used to identify objects, retrieve related information, and prevent theft. Sometimes the tags remain attached to the objects post-sale, thus facilitating additional services. Overall, enterprises have much more detailed information about the objects: the use and produce, their location, their trajectories, and their physical state.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"113 1","pages":"105-185"},"PeriodicalIF":0.0,"publicationDate":"2011-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86223921","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this work, we aim to provide an in-depth understanding of the organizational learning curve and why significant differences in the rate of learning exist across organizations. We review what is known about organizational learning curves as well as what is unknown. In sum, much is known and much remains unknown. Few studies have "stepped inside the learning curve" to provide greater understanding of the organizational learning process underlying the learning curve. We contend that this understanding is essential for helping organizations learn better and faster, and thus, operate more effectively and efficiently in a dynamic world. Therefore, not only do we examine what is known about organizational learning curves, but also what is known about the organizational learning process. Much of the former research has been conducted by operations scholars, while much of the latter has been conducted by organizational behavior scholars. By integrating research from both (of our) disciplines, we hope to provide a more comprehensive understanding of organizational learning and the venerable organizational learning curve.
{"title":"Inside the Organizational Learning Curve: Understanding the Organizational Learning Process","authors":"Michael A. Lapré, Ingrid M. Nembhard","doi":"10.1561/0200000023","DOIUrl":"https://doi.org/10.1561/0200000023","url":null,"abstract":"In this work, we aim to provide an in-depth understanding of the organizational learning curve and why significant differences in the rate of learning exist across organizations. We review what is known about organizational learning curves as well as what is unknown. In sum, much is known and much remains unknown. Few studies have \"stepped inside the learning curve\" to provide greater understanding of the organizational learning process underlying the learning curve. We contend that this understanding is essential for helping organizations learn better and faster, and thus, operate more effectively and efficiently in a dynamic world. Therefore, not only do we examine what is known about organizational learning curves, but also what is known about the organizational learning process. Much of the former research has been conducted by operations scholars, while much of the latter has been conducted by organizational behavior scholars. By integrating research from both (of our) disciplines, we hope to provide a more comprehensive understanding of organizational learning and the venerable organizational learning curve.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"3 1","pages":"1-103"},"PeriodicalIF":0.0,"publicationDate":"2011-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79309894","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Today's common business practice of extracting non-renewable raw materials from the earth, processing them, turning them into products, selling the products to customers, and then having the customers dispose of the products in a landfill or through incineration is not sustainable. Eventually, the basic raw materials that are used to build most of the products our economy is based on will run out, or become prohibitively expensive to extract more of. Cognizant of this fact, many firms are taking a closer look at their supply chain practices and exploring ways to reduce (or at least prolong the timing of) the amount of their product that ends up in landfills. They do so by finding profitable ways to recover their used products for remanufacturing, refurbishing, or recycling. The study of these efforts has been termed Closed-Loop Supply Chains.
{"title":"Strategic and Tactical Aspects of Closed-Loop Supply Chains","authors":"Mark E. Ferguson","doi":"10.1561/0200000019","DOIUrl":"https://doi.org/10.1561/0200000019","url":null,"abstract":"Today's common business practice of extracting non-renewable raw materials from the earth, processing them, turning them into products, selling the products to customers, and then having the customers dispose of the products in a landfill or through incineration is not sustainable. Eventually, the basic raw materials that are used to build most of the products our economy is based on will run out, or become prohibitively expensive to extract more of. Cognizant of this fact, many firms are taking a closer look at their supply chain practices and exploring ways to reduce (or at least prolong the timing of) the amount of their product that ends up in landfills. They do so by finding profitable ways to recover their used products for remanufacturing, refurbishing, or recycling. The study of these efforts has been termed Closed-Loop Supply Chains.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"19 1","pages":"101-199"},"PeriodicalIF":0.0,"publicationDate":"2010-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75373925","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent natural disasters such as the earthquake in Haiti, Hurricane Katrina in the United States, tsunami in the Indian Ocean, the earthquake in Pakistan, and numerous humanitarian challenges arising from such conflicts as that in Sudan have exposed the shortcomings in planning for disasters. In addition to the natural disasters, the homeland security issues related to domestic as well as international terrorism have increased the fear factor and have made 'readiness' the principal priority. Humanitarian logistics is a critical element of an effective disaster relief process. The objective of this monograph is to discuss research issues and potential actions surrounding the new field of humanitarian logistics. We define humanitarian logistics as that special branch of logistics which manages response supply chain of critical supplies and services with challenges such as demand surges, uncertain supplies, critical time windows in face of infrastructure vulnerabilities and vast scope and size of the operations. We survey case studies to learn from the past experience and review analytical models from the literature to understand the state-of-the-art in humanitarian logistics. We recommend further research in the fields of operations management and operations research to improve the effectiveness and efficiency of humanitarian logistics. We conclude that though humanitarian logistics is inherently chaotic and complex, and it is difficult to do research in this area, the complexity and obstacles can be dealt with by the researchers.
{"title":"Humanitarian Logistics: A New Field of Research and Action","authors":"A. Apte","doi":"10.1561/0200000014","DOIUrl":"https://doi.org/10.1561/0200000014","url":null,"abstract":"Recent natural disasters such as the earthquake in Haiti, Hurricane Katrina in the United States, tsunami in the Indian Ocean, the earthquake in Pakistan, and numerous humanitarian challenges arising from such conflicts as that in Sudan have exposed the shortcomings in planning for disasters. In addition to the natural disasters, the homeland security issues related to domestic as well as international terrorism have increased the fear factor and have made 'readiness' the principal priority. Humanitarian logistics is a critical element of an effective disaster relief process. The objective of this monograph is to discuss research issues and potential actions surrounding the new field of humanitarian logistics. We define humanitarian logistics as that special branch of logistics which manages response supply chain of critical supplies and services with challenges such as demand surges, uncertain supplies, critical time windows in face of infrastructure vulnerabilities and vast scope and size of the operations. We survey case studies to learn from the past experience and review analytical models from the literature to understand the state-of-the-art in humanitarian logistics. We recommend further research in the fields of operations management and operations research to improve the effectiveness and efficiency of humanitarian logistics. We conclude that though humanitarian logistics is inherently chaotic and complex, and it is difficult to do research in this area, the complexity and obstacles can be dealt with by the researchers.","PeriodicalId":39990,"journal":{"name":"Foundations and Trends in Technology, Information and Operations Management","volume":"79 1","pages":"1-100"},"PeriodicalIF":0.0,"publicationDate":"2010-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83798519","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：