Organisation design in operations management

Citation
Faj. Ruffini et al., Organisation design in operations management, INT J OP PR, 20(7), 2000, pp. 860-879
Citations number
34
Language
INGLESE
art.tipo
Article
Categorie Soggetti
Management
Journal title
INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT
ISSN journal
0144-3577 → ACNP
Volume
20
Issue
7
Year of publication
2000
Pages
860 - 879
Database
ISI
SICI code
0144-3577(2000)20:7<860:ODIOM>2.0.ZU;2-6
Abstract
The organizational design of production systems is thought to be one of the key determinants of their performance. Therefore, in order to enable them to contribute effectively to the successful creation of products and servic es, OM practitioners need up-to-date, comprehensive and sufficiently detail ed organisation design theory. however, 27 case studies aimed at identifyin g and explaining design organisation design theory. However, 27 case studie s aimed at identifying and explaining design performance relationships prod uced results that could not be explained using organisation theory (OT), wh ile operations management (OM) theory did not provide much help either. OM, because the discipline lacks good operations management (OM) theory did no t provide much help either. OM, because the discipline lacks good organisat ion design theory. OT, because of some severe limitations, which are mostly due to the paradigmatic directions this discipline has taken. Consequently , OM has to take up the gauntlet itself. An agenda for OM-driven organisati on research is proposed, which builds on the strengths of OT, takes away it s major weaknesses, and is believed to contribute to the development of act ionable organisation design theory.