aManagement Science and Information Systems Department, Smeal College of Business Administration, The Pennsylvania State University, 337 Beam Business Administration Building, University Park, PA, 16802-1913 USA
bRichard Ivey School of Business, The University of Western Ontario, 1151 Richmond Street, London, Ontario, Canada N6A 3K7
Received 15 December 1997. Revised 1 September 1998. Accepted 10 February 1999. Available online 19 July 1999.
Abstract
Research related to the natural environment in operations management is still in its infancy. The relatively few studies to date have primarily emphasized environmental issues relating to process technologies, quality, new product development, and supply chain management. This paper reports on the work of a focus group of environmental and operations management researchers, which generated a broad framework useful for identifying fruitful research opportunities. This framework is structured along two dimensions: level of analysis and process of environmental improvement. Research areas identified by the focus group to be most promising subsequently were mapped onto this framework. Strong opportunities for building our understanding of environmental issues and improving practice are evident in the areas of manufacturing strategy, quality, supply chain management, and technology management. Research on intra- and inter-firm diffusion of best practices, environmental technology investment and transfer, and measurement of environmental performance promises to lead to a more integrative view of environmental operations management.
Published Date November 1997, Vol.15(4):317–330,doi:10.1016/S0272-6963(97)00012-0 Author
Shawnee K. Vickery,a
Cornelia Dröge a
Robert E. Markland b
aMichigan State University, Marketing and Supply Chain Management Department, N370 North Business Complex, East Lansing, MI 48824, USA
bUniversity of South Carolina, Mgt. Science and Production Operations, College of Business Administration, Columbia, SC 29208, USA
Accepted 19 September 1996. Available online 10 June 1998.
Abstract
This paper explores dimensions of manufacturing competitive strength in the furniture industry. A theoretically relevant set of manufacturing competitive priorities is identified from the operations literature and factor analyzed to determine the core dimensions of manufacturing performance. Relationships between these core dimensions of manufacturing strength and overall business performance are examined. The results identify four dimensions of manufacturing strength in the furniture industry: innovation, delivery, flexibility, and value, with the latter encompassing the combined effects of quality and cost. The study supports innovation as a key order winner in the furniture industry.
Published Date November 1997, Vol.15(4):293–315, doi:10.1016/S0272-6963(97)00004-1 Author
Robert B Handfield,a
Steve V Walton b
Lisa K Seegers c
Steven A Melnyk a
aDepartment of Marketing and Supply Chain Management, The Eli Broad Graduate School of Management, Michigan State University, East Lansing, MI 48824-1121, USA
bRoberto C. Goizueta Business School, Emory University, Atlanta, GA 30322-2710, USA
cPrice Waterhouse, Chicago, IL, USA
Received 10 May 1996. Accepted 6 December 1996. Available online 10 June 1998.
Abstract
This paper draws on the results of interviews with five environmental managers in the furniture industry to develop a taxonomy of environmentally-friendly (‘green’) best practices within the operations management value chain. This taxonomy is then extended to develop a group of propositions concerning the role of management in promoting environmentally-friendly practices. The results suggest that in order to be successful, environmental management strategies must be integrated into all stages of the value chain, which includes all of the processes spanning product design, procurement, manufacturing and assembly, packaging, logistics, and distribution. While the potential for environmental performance improvement in all five of the companies is evident, all of them demonstrated ‘pockets’ of environmentally-friendly practices (EFP) in different areas of their respective value chain functions. The propositions and results emerging from the analysis also suggests that reacting to regulations is no longer sufficient. World-class EFP must anticipate and pre-empt changing environmental regulations and customer expectations, and proactively prepare products, processes and infrastructure for these changes without sacrificing competitive advantage.
Published Date September 2009, Vol.17(13):1214–1222, doi:10.1016/j.jclepro.2009.04.001 Author
Annika Varnäs,
Berit Balfors
Charlotta Faith-Ell
Royal Institute of Technology, Land and Water Resources Engineering, SE-100 44 Stockholm, Sweden
Received 19 October 2007. Revised 31 March 2009. Accepted 1 April 2009. Available online 14 May 2009.
Abstract
Research and initiatives concerning green procurement have to a great extent focused on products. This article, however, explores the current practice, problems and opportunities of green procurement of construction contracts. In particular, the application of environmental criteria for contract awarding is targeted. The findings of the study indicate that both public and private clients in the Swedish construction industry take environmental issues into consideration in their procurements. The environmental preferences are often formulated as environmental requirements. However, environmental criteria in tender evaluation are less common and seldom affect the award decisions. The environmental evaluation criteria that do occur often relate to the contractors' capabilities of managing the environmental work in the project.
Published Date November 2009, Vol.17(17):1594–1602, doi:10.1016/j.jclepro.2009.07.008 Author
G. Daian,
B. Ozarska
Department of Forest and Ecosystem Science, Melbourne School of Land and Environment, The University of Melbourne, Burnley Campus, 500 Yarra Boulevard, Richmoond, Victoria 3121, Australia
Received 28 August 2008. Revised 13 July 2009. Accepted 14 July 2009. Available online 23 July 2009.
Abstract
This study assesses the wood waste generation and its associated true cost which Australian wooden furniture manufacturing companies encounter and are exposed to. The assessment aims to create awareness and facilitate understanding within the wooden furniture manufacturing industry about how much wood is wasted into the production process and how this is translated in financial terms, how wood waste can be reduced, what can and can't be recycled and what services are available to assist businesses with recycling. The results indicate that during processing, 7% up to 40–50% of the annual supply of wooden raw material become residues. The costs connected directly to these wastes represent 2–8% of the turnover.
Published Date September 2007, Vol.36(7):949–963,doi:10.1016/j.respol.2007.03.003 Author
Jakob Edler,
Luke Georghiou
PREST/Manchester Institute of Innovation Research, Manchester Business School, University of Manchester, Harold Hankins Building, Manchester M13 9PL, UK
Received 12 January 2007. Revised 26 March 2007. Accepted 27 March 2007. Available online 18 May 2007.
Abstract
Demand is a major potential source of innovation, yet the critical role of demand as a key driver of innovation has still to be recognised in government policy. This article discusses public procurement as one of the key elements of a demand-oriented innovation policy. The paper starts by signaling the new significance of public procurement for innovation policy strategies at the EU level and in a range of European countries. It then defines the concept of public procurement and embeds this concept within a taxonomy of innovation policies. The rationales and justifications of public procurement policies to spur innovation are discussed, followed by a consideration of the challenges and potential pitfalls as well as appropriate institutional arrangements and strategies, including some recent empirical examples of good practice. It concludes by confronting the public procurement approach with two of the most common objections to it and by considering future prospects.
