Amit, R., & Schoemaker, P. J. H. (1993). The study was carried out in four supply chain dyads. Organizational capital Resources can also be classified as either tangible resources or intangible resources. 305-320. https://doi.org/10.1108/RAUSP-12-2018-0146. It is essential that those who are responsible for immediate life-and-death decisions in caring for patients be competent to do so. International Journal of Operations and Production Management, 15, 5-16. Knowledge develops innovation capacity, reduces the learning curve, and promotes higher innovation rates for companies that share learning information regularly. Knowledge - identifications, differentiations, concepts, classifications, rules, principles, processes, operations and strategies; the who, what, when, where, how … -Funktionsorientierte Centers of Competence: ... (ZFE)" von Siemens als Support Center oder das Logistikcenter von Hailo als Operation Center. (1984). (2010). International Journal of Operations and Production Management, 26, 703-729. Voss, A. C. (1995). The impact of supply chain integration on performance: A contingency and configuration approach. Resources, knowledge and influence: The organizational effects of inter organizational collaboration. International Journal of Operations and Production Management, 25, 131-150. (2014). Tangible resources are physical assets, such as equipment or property. Espacios (Caracas), 39, 4-20. Visit emeraldpublishing.com/platformupdate to discover the latest news and updates, Answers to the most commonly asked questions here, Federal University of Santa Catarina (UFSC), Methodist University of Piracicaba (UNIMEP), Universidade Federal do Espirito Santo (UFES). Dyer, J. H., & Singh, H. (1998). Vangen, S., & Huxham, C. (2003). The first block, with six questions, characterized the profile of the company’s strategic suppliers. Copyright © 2019, Fernando Nascimento Zatta, Elmo Tambosi Filho, Fernando Celso de Campos and Rodrigo Randow Freitas. It is possible to emphasize that the information and knowledge constructs already discussed herein generate learning from the joint performance of routines and operational practices as key factors in the development of experience and specific skills in the relationship. This item is part of a JSTOR Collection. In this paper, we consider this definition of communicative competence proposed 25 years ago, highlight the key changes in the AAC field over the past 25 years, and then revisit this definition of Nyaga, G. N., Whipple, J. M., & Lynch, D. F. (2010). Journal of Management, 26, 31-61. Linguistic and operational competencies refer to knowledge and skills in the use of the tools of communication; social and strategic competencies reflect functional knowledge and … JSTOR®, the JSTOR logo, JPASS®, Artstor®, Reveal Digital™ and ITHAKA® are registered trademarks of ITHAKA. Zatta, F.N., Filho, E.T., de Campos, F.C. Organization Science, 2, 71-87. They must avoid process variability and prevent defects, in addition to having trained personnel and transferring personnel to enable improvements and changes in practices and processes to develop new products and align cultural differences, avoiding problems in the relationship. Narasimhan, R., Swink, M., & Kim, S. W. (2005). Pandža, K., Polajnar, A., Buchmeister, B., & Thorpe, R. (2003). A resource-based view of the firm. Competitive advantage is an important concept in the field of business strategy (Gohr, Santos, Burin, Marques, & Arai, 2011; Penrose, 1959). Competencies are abilities, behaviors, knowledge, and skills that impact the success of employees and organizations. (2005). All businesses need to be managed effectively to succeed. The impact of operations capability on firm performance. Gulati, R. (1999). Resources are often divided into three categories, including the following: 1. 54 No. Tan, K. C., Kannan, V. R., & Narasimhan, R. (2007). (2010). B., Huo, B., & Zhao, X. Miguel, P. A. C. Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry. An exploratory study of manufacturing practice and performance interrelationships: Implications for capability progression. Droge, C., Jayaram, J., & Vickery, S. K. (2004). Revista de Administração de Empresas, 44, 61-73. (1994). However, the last area was not investigated in this study. Retrived from www.hbs.edu/faculty/Pages/item.aspx?num=2225. With the advancement of business competitiveness, an understanding of how internal resources can function effectively for organizational strategy began to be reached in the 1980s, with investigations that have broadened the field of studies on internal resources advocated by the shift from the resource-based view to the relational view of strategy, focusing on dyads, triads, strategic alliances and networks (Dal Bó, Milão, & Toni, 2018; Dyer & Singh, 1998; Lavie, 2006; Nyaga, Whipple, & Lynch, 2010). Operational customization: This involves development of new equipment, adaptation of planning systems, modification of processes for specific customers (Alpha); development of products to meet the requirements of specific sectors and knowledge and learning (Beta); new manufacturing processes for production flexibility (Gamma); and product development according to customer specifications, product application testing and computer simulation (Delta). RGO, 4, 115-139. In P. A. C. Miguel, et al. Strategic Management Journal, 14, 33-46. Transactional relationships were in place to avoid possible interruptions in the supply of raw material. Metodologia científica (5th ed.). In Brazil, a case study is a research method commonly used in production engineering and operations management (Miguel, 2010; Nakano, 2010), with relevant results in the administration of production and operations (Meredith, 1998). This study contributes to the literature and adds the dimension of relational operational skills, which is hitherto little explored in previous studies. There are four sources of income in this sort of relationship: investments in specific relationship assets, knowledge sharing routines, resource complementarity, and governance (Combs & Ketchen, 1999; Dyer & Singh, 1998; Lavie, 2006; Mesquita, Anand, & Brush, 2008). Journal of Supply Chain Management, 47, 44-63. Wu et al. Distinct sectors and companies were chosen with the aim of identifying particular issues in each case related to the phenomenon being investigated and making comparisons between cases (Eisenhardt, 1989; Meredith, 1998). Grant, R. M., & Baden-Fuller, C. (1995). Defining supply chain management: A historical perspective and practical guidelines. This can be linked to other aspects, such as the size of the companies, financial strength and the ability to interact with the international market. The International Journal of Logistics Management, 8. Collis, J., & Hussey, R. petences, and which provides the learning experi-. Towards a theory of supply chain management: The constructs and measurements. Client Focusis based on the ability to understand internal/external clients’ (e.g. Establishing Focus: The ability to develop and communicate goals in support of the business’ mission. How I Do It: Addressing the 4 Most Overlooked Operational Skills for High-Tech AAC Users. Strategic Management Journal, 5, 171-180. Métodos de pesquisa adotados na engenharia de produção e gestão de operações. Operational competencies are defined in the operations management literature as the ability to exploit resources efficiently (Bromiley & Rau, 2014; Flynn, Huo, & Zhao, 2010; Hayes et al., 2008; March, 1991; Nonaka, 1994; Wu et al., 2010), to carry out the basic functional activities of the company (Collis, 1994) and to troubleshoot and perform daily activities (Pavlou & Sawy, 2011; Winter, 2003). Logística internacional, São Paulo, Brazil: Cengage Learning . Produção, estratégia e tecnologia. Select a purchase A company’s resources are the operational inputs that allow it to perform its business activities. XXXI Encontro da ANPAD. Lockstrom, M., Schadel, J., Moser, R., & Harrison, N. (2011). Operational customizations: These include knowledge creation and the customization of operational processes (Schroeder, Bates, & Junttila, 2002; Wheelwright & Hayes, 1984). Delta formalized long-term contracts for multi-year periods (three years) through an advanced pricing policy. Core manufacturing capabilities and their links to product differentiation. Proposta e validação de um modelo teórico de determinantes de retenção de clientes em um ambiente de serviço. Recursos estratégicos e vantagem competitiva: Aplicação do modelo VRIO em uma organização do setor sucroalcooleiro. A. Two rounds of interviews were held for Alpha and three for Beta. Operational Excellence is evidenced by results. It was also shown that collaborative activities were diversified, and that the supply structure was guided by mixed governance mechanisms. Operational competencies comprise the following: operational improvement, operational innovation, operational customization, operational cooperation, rapid response to the market and operational reconfiguration. New York, NY: Wiley. B., Ketchen, D. J., Jr, & Wright, M. (2011). This article is published under the Creative Commons Attribution (CC BY 4.0) licence. (Eds.). Complementary resources for the development of transport and logistics systems, raw material delivery, technical assistance, research and development and inter-organizational alignment to harmonize systems and processes (Alpha, Beta, Gamma and Delta). Strategic Management Journal, 35, 1249-1256. Relacionamentos colaborativos em redes de suprimentos. Competing through manufacturing. It is also concerned with … With the objective of identifying and analyzing the relationship between relational resources and the development of operational competencies for the different members of supply chains, the present study adopted the methodology of a study of multiple interpretative cases (Miguel, 2010; Yin, 2010) and is characterized as descriptive and exploratory (Cervo & Bervian, 2002; Collis & Hussey, 2005; Gil, 2010). Best manufacturing practices: What do the best performing companies do? A resource-based view of manufacturing strategy and the relationship to manufacturing performance. The concept of human expertise is fundamental to the human resource practices Although exemplary performance can be clearly recognized in the actions of others, organizations lack a means of measuring expertise The need to quantify expertise is cntical to being able to manage and develop the organization's human capital effectively This chapter examines the basic characteristics of expertise and develops an operational definition … The qualitative evaluation of the value activities of the companies present in the sample, in which the strategic suppliers were involved, comprised an investigation of the characteristics of the suppliers and their collaborative relationship with the companies in the sample (Table I). A relação entre as estratégias competitivas e os sistemas de gestão de custos: Um estudo de caso. Peteraf, M. A. California Management Review, 33, 114-135. The methodological quality of the research was established by looking at the criteria of reliability and the validity of the observations and points of attention (Miguel, 2010; Yin, 2010). A. D. (2014). Bardin, L. (2007). Lisboa, Portugal: LDA. The data were analyzed, first, through individual analysis and, later, through cross-comparative and case analysis. Winter, S. G. (2003). International Journal of Operations & Production Management, 32, 121-155. The cornerstones of competitive advantage: A resource-based view. Rapid response to the market: This involves haring information to meet production orders, manage demand fluctuations, adjust production capacity, inputs, labor and equipment and change process flow paths (Alpha, Beta, Gamma); and sharing information to meet production orders, manage resources and stream production to volume flexibility (Delta). Yin, R. K. (2010). Journal of Operations Management, 29, 591-603. This section considers the value activities of the companies of the sample in which strategic suppliers were involved (Table I), the characteristics of the collaborative relationships (Table II) and the patterns of the relationship between the companies and their strategic suppliers, as discussed in the previous subsection. Request Permissions. In the field of operations management from the 1960s to the 1980s, operational strategy studies were developed with a focus on the development of skills and new technologies and the more efficient use of resources (Amit & Schoemaker, 1993; Barney, 1991; Barney & Clark, 2007; Barney & Hesterly, 2011; Barney, Ketchen, & Wright, 2011; Collis & Montgomery, 1995; Grant, 1991; Wernerfelt, 1984). Data were collected using semi-structured interviews (Collis & Hussey, 2005; Grötsch et al., 2013; Lockstrom et al., 2011; Miguel, 2010), validated and pre-tested by academics and specialists in the areas of operations management and supply chains. One aspect of the characteristics of the relationships (Table II) was that, although the predominance of long-term relationships with a few suppliers can be seen, purchases of raw materials were made under formal contracts because the criticality and dependency of these resources were crucial for the business. Supply Chain Management: An International Journal, 11, 179-192. Upton, D. M. (1994). Porto Alegre, Brazil: Bookman. Nonaka, I. The activities with the greatest convergence value in the cases investigated were the development of new products and quality management. Eisenhardt, K. M. (1989). The relational vision model was adopted to provide the basis for an analysis of how shared relational resources in dyads promote the development of operational competencies. Como elaborar projetos de pesquisa. a global leader in the underwater technology sector (onshore, offshore and surface) (Delta). Cabrera-Moya, D. R., & Reyes, G. E. (2018). International Journal of Production Research, 51, 2842-2867. http://dx.doi.org/10.1080/00207543.2012.746796. 441 - 450 of 500 . Wörterbuch der deutschen Sprache. Educational Technology ©2000-2021 ITHAKA. In highly competitive markets, the intensification of competition over recent decades has led to the emergence of various theories, e.g. – and create additional economic value over their competitors (Amit & Schoemaker, 1993; Barney, 1991; Carvalho, Prévot, & Machado, 2014; Collis & Montgomery, 1995; Grant, 1991; Wernerfelt, 1984). Decision Science, 36, 221-257. The relational view: Cooperative strategy and sources of inter-organizational competitive advantage. Porto Alegre, Brazil: Bookman. © 1978 Educational Technology Publications, Inc. Tan, K. C. (2002). Manufacturer-supplier relationships in Japan and the concept of relationship-specific skill, Journal of the Japanese and International Economies, The relational view of strategy: Empirical evidence from business cooperation networks, Revista de Administração e Contabilidade de Unisinos, Firm resources and sustained competitive advantage, Resource-Based theory: creating and sustaining competitive advantage, Administração estratégica e vantagem competitiva. Conditions Educational Technology © 1978 Educational Technology © 1978 Educational Technology Publications, Inc. Request Permissions ] human capacity in. 1975 ) argue that competencies are abilities, behaviors, knowledge, and that the involvement engagement. That create capabilities that enhance outcomes of an episodic supply chain collaboration: on... Surface ) ( Delta ) um modelo teórico de determinantes de retenção de clientes em um ambiente de serviço supply., for example, be explored in previous studies and learning: the of. 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