Golden Gate University Ageno School of Business
Doctor of Business Administration (DBA) Program
DBA 806 – Operations and Technology Systems SPRING 2011
Instructors: Miro Costa Paul Fouts Nabil Rageh, Lead Telephone: 442-7042 442-7026 442-7038 Email [email protected] [email protected] [email protected] Fax: 442-6579 442-6579 442-6579 Office: 4325 4335 4331 Office Hours: Available online in Monday, 4:00-6:00 Tuesday, 3:30-4:50 GGU4YOU and by appointment. and by appointment.
I. Course Description
From the Catalogue: Integrates the theory, research and practice from the fields of operations and technology management with a focus on the deployment of technology systems into manufacturing and service related processes. You will explore the fundamental issues and recent developments in the field of operations management along with theories of technology adoption and information transfer. These theories will be used in the examination of the research and application of evolving operations concepts and techniques, productivity and competitiveness programs, and planning and implementation of operations and technology-based systems in re-defining the organization of work.
General Introduction: It has become clear that developments in the field of operations and technology management are major determinants to a firm’s competitive advantage. This course is designed to present an overview of the role of operations and technology management in competitive business situations, and to examine through case studies, readings and class discussions the major managerial issues that arise as firms strive to manage their operations and technological processes. We will explore, for example, processes and techniques applicable to product/service development, operations planning and control, transformation systems, JIT and lean systems, procurement and supply chain, ERP systems, process improvement concepts and techniques. To enhance the academic research skills and related knowledge, the students will carry out research projects in operations and supply chain management. The research proposals containing an abstract, introduction, literature review, research design and methodology, and a bibliography, will be presented during the last class meeting to give students the opportunity to learn from different research proposals. The outcome from this course component could ultimately be turned into formal dissertation proposals. Class discussions will be focused on the scholarly and practitioner works in the fields of operations and technology management along with emphasis on the practical application of contemporary issues and concepts in the fast changing global business environment.
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II. Textbooks and Other Reading Materials
Readings: The readings for this class are listed on pages 10-14 of this syllabus. A complete listing of these articles/papers in the digital form is posted at http://library.ggu.edu/search/p?SEARCH=rageh (DBA 806). If you have any trouble with this link, you may try the following other link: http://www.ggu.edu/university_library/about_the_library/about_the_libra ry_faq#remote.
Cases: The case studies required for this class are listed on pages 10-14 of this syllabus. They are included in the reading packet, which is available at the university bookstore.
Periodicals: It is highly recommended that you regularly read current business periodicals such as: The Wall Street Journal, Business Week, The Economist , Forbes, Fortune, etc. You are encouraged to bring up germane current operations and technology-related events for class discussion.
Classic and Reference Books: The following is a short list of texts you may find useful.
Burgelman, R. A., Maidique, M. A., and Wheelwright, S. C. 1996. Strategic management of technology and innovation, (2nd ed.). Homewood IL: Irwin. Davenport, Thomas. 1993. Process innovation: Reengineering Work through Information Technology. Boston: Harvard Business School Press. Evans, James R., and William M. Lindsay. 2002. The Management and Control of Quality. Fifth edition. South-Western- Thomson Learning. Fitzsimmons, James A., and Mona J. Fitzsimmons. 2008. Service management: Operations, Strategy, Information Technology (sixth edition). McGraw-Hill Irwin Gaynor, G. H. 1991. Achieving the competitive edge through integrated technology management. New York: McGraw-Hill. Heizer, Jay, and Barry Render. 2008. Operations Management (9th Edition). Pearson Prentice Hall Kodama, F. 1995. Emerging patterns of innovation: sources of Japan’s technological edge. Boston, MA: Harvard Business School Press. Manganelli, Raymond L. and Klien, Mark M. 1994. The reengineering handbook: A Step-By-Step Guide to Business Transformation. N. Y.: AMACOM, American management association. Melnyk, S. A. and Narasimhin, R. 1992. Computer integrated manufacturing: guidelines and applications from industrial leaders. Homewood IL: Irwin. Tushman, M. L. and Anderson, P. 2004. Managing strategic innovation and change. (Second Edition ) New York: Oxford. Wheelwright, S. C., and Kim B. Clark. 1992. Revolutionizing product development: quantum leaps in speed, efficiency, and quality. New York: Free Press.
–2– Journals:
You should familiarize yourself with key journals in the technology and operations management fields. Some of these are listed below:
California Management Review, HD28.C18 Harvard Business Review, HF5001.H3 High Technology, T1.H5 IEEE Transactions on Communications Technology, TK5101.A1 I24 IEEE Transactions on Engineering Management, HD28.I33 International Journal of Production Research International Journal of Operations and Production Management * Journal of Engineering and Technology Management, TA190.E5 Journal of High Technology Management Research, HD62.37.J68 Journal of Operations Management, * Journal of Product Innovation Management, HF5415.153.J6 Management Science, HD28.1453 * R&D Management, T175.5.R15 Production and Inventory Management Journal Research-Technology Management, T175.A1 R46 * Research Policy Sloan Management Review, HD28.I14 * Technological Forecasting and Social Change, T174.T38 Technology Review, T171.M47 * Technovation, HD45.T397 * These journals are not yet available at the GGU Library.
III. Course Requirements and Evaluation
Although the primary function of this course is to introduce you to the issues surrounding operations and technology management fields, the secondary and ultimately overriding function is to develop your ability for theoretical research and conceptual analysis. While the course will provide you with a variety of objective tools and methodologies for analyzing and understanding the options related to these two technical fields that face an organization, the emphasis in this class will be on the need to develop creative and critical thinking to guide your analytic framework. Since operations management, strategy, and technology are all dynamic subjects, rote utilization of standard formula will rarely lead to success. In this spirit, much of what we read will be open for debate and the emphasis will be more on the application of appropriate analysis rather than the application of the appropriate operations and technology strategy.
Additionally, the class is designed to provide an opportunity for you to build essential skills that are needed by managers to succeed in their organizations. Communication skills, both oral and written, as well as discussion skills will be utilized in analyzing the assigned readings and cases. Group relations and presentation skills will be developed in the research project. Throughout the course, critical analysis of the subject and its application to real-world issues will be stressed.
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The seminar will be taught using class discussions, individual research projects, and lectures. The instructors will highlight the learning objectives of each session, give some relevant introductory remarks, and above all act as facilitators. Students are expected to study the assigned material in advance so that they can participate effectively in class discussions thus enhancing their learning process. The different components of the seminar are outlined below:
(a) Research proposal & presentations.
You will conduct a review of he t literature in an area germane to the field of operations management and develop a research topic in this area. At a minimum, your paper should (1) define the area of your study and the fields of theory and research that make up this area, (2) identify the past theory and research in the area, (3) evaluate the current state of knowledge, theory, and practice in this area, (4) identify some unresolved issues and develop a research proposal that addresses these unresolved issues. Your research proposal should present a set of hypotheses and lay out a research plan to test these hypotheses. You are encouraged to be creative in your approaches to this paper. The length should be twenty to thirty pages, including bibliography, in standard APA format. The research proposals should be posted on the cyber component of the course under the “Doc Sharing” file as per the course schedule. Some suggested areas for research: Product/service design and development and related technology systems, Flexible operations and/or mass customization techniques, Adoption and application of “Just-In-Time and Lean” principles and techniques, Adoption and application of total quality management and process improvement principles and techniques, Strategy and design of supply networks, Application of “Enterprise Resource Planning (ERP) and/or Material Requirements Planning (MRP), and Operations systems and sustainability
Students may form teams of no more than three members to work on a given research proposal. Each team will be given fifteen (15) minutes in class session number eight (8) to present their literature review and 30 minutes to present their final research proposals during class session number fifteen (15).
(b) Discussion of assigned articles/papers.
The assigned articles and papers for each class session have been sorted based on their topics into logical groups which will be assigned to students during the first class session. Students will be given thirty (30) minutes to lead the in-class discussions of their assigned articles/papers. One week later, students are be expected to prepare a two (2) to three (3) page report, summarizing their assigned articles/papers and capturing the key points which were raised during the class discussions. These reports are to be posted on the cyber component of the course in “Doc Sharing” under the proper session number and should be made available to all students and instructors. You will be graded on the quality and completeness of your report and on of your effectiveness in leading the in-class discussions of your assigned material.
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(c) Class participation. Your participation in each week’s class discussion will provide us with an important measure of your progress through the course materials. Additionally, the value of the class is derived through and dependent on the participation of the entire class. While this class will contain short lectures, most of the class time is designed for an exploration of operations management, technology, strategy & innovation issues through class discussion of the reading materials and cases. You will be expected to come prepared for every class session and actively participate in the discussions. You are encouraged to bring in articles and current events relevant to operations management and technology systems in business for class discussion. Class participation will be graded on your attendance, the quality and the quantity of your participation in the class discussions. Self evaluation and evaluation by the instructors will be used in assessing your participation. You will be allowed to miss one class session.. For students who must miss one or more classes because of business reasons, you will be allowed to complete a one-page memo evaluating the session’s readings for attendance credit and will inform the instructor(s) in charge of missed session(s).
(d) Final Examination. This take-home examination will be administered in a one-hour comprehensive format. It will be closed book and closed notes. It will be given to students in sealed envelops during the fifteenth (15) class session. When ready, you may open the envelop and take one hour or less to answer the required number of questions. Your answers should be received by the lead instructor, Nabil Rageh, no later than 4/21/2011. As this exam will be administered under the honor system, no consultations with any one else or any material in any form and from any source.
(e) Course Grade. The final grade of the seminar is made up of the following five components:
. Research proposal/and presentation 40% . Discussion of assigned papers/articles 20% . Final examination 30% . Class participation 10% ==== Total 100%
The three instructors will grade all components in order to achieve uniformity across all assignments. However to ensure consistency and uniformity in our contact with you, all questions regarding the management of the course, the nature of the assignments, and grading should only be directed to the lead instructor, Nabil Rageh.
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COURSE OUTLINE AND SCHEDULE
DBA 806 – Operations and Technology Systems SPRING 2011
Instructors will outline the learning objectives of their sessions and give brief introductory and closing remarks. In a typical session, time will be allocated as follows: . 100 minutes: instructors- introductory remarks, reports on operations and technology in the news, short lecture, case analysis, and review of some of the assigned readings. . 60 minutes: students’ discussion of assigned articles/papers. . 20 minutes: two short breaks and setup time.
SECTION I: OPERATIONS AND TECHNOLOGY SYSTEMS • OVERVIEW
1. Introduction - All Professors
1/5 Topics to be covered: • Introductions • Course Outline/Course Requirements
Instructors:• Operations and Technology Systems in Business: An Introduction
2. Technology Overview- Paul Fouts
1/12 Topics to be covered: . Technology and Technology Change . Technology and Strategy . Adapting to Technological Change
Instructor: • short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
SECTION II: MANAGEMENT INFORMATION SYSTEMS
3. Information Technology Systems – Miro Costa
1/19 Topics to be covered: Readings: http://elearning.hbsp.org/ua/itconcepts/ [Harvard Business School].Read the sections called: Introduction, Hardware, Software, Networks and Internet before class. • Information and Telecommunication Management. • Web Technologies. • Decision Support Systems. • Information Technology Outsourcing
Instructor: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
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SECTION III: OPERATIONS AND BUSINESS PROCESSES:
SYSTEMS, TOOLS, AND CONCEPTS
4. Product/Service Design and Process Selection – Nabil Rageh
1/26 Topics to be covered: • Product/Service Design and Development Processes. • Trends in Product/ Service Design and Process Selection. • Concurrent Engineering and Design for Manufacturability.
Instructor: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
5. Operations Planning and Control - Nabil Rageh.
2/2 Topics to be covered: • Capacity and Operations Planning. • Operations Scheduling and MRP • Project Management
Instructor: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
6. Processes and Transformation Systems - Nabil Rageh.
2/9 Topics to be covered by: • Transformation Processes • Matching Processes with Products/Services • Group Technology • Flexible Manufacturing Systems
Instructor • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
7. Just-In-Time and Lean Production and Service Systems - Nabil Rageh.
2/17 Topics to be covered: • JIT/ Lean Systems in Manufacturing. • JIT/Lean Systems in Services • Measures for Successful JIT Implementation
Instructor: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
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8. Procurement and Supply Chains - Nabil Rageh
2/24 Topics to be covered: • Distribution and Warehousing. • Procurement and Suppliers Management. • Supply Chain Management.
Instructor: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
Research Proposal: 15-Minute Presentation of Research Literature Review
9. Enterprise Resource Planning Systems – All Instructors.
3/3 Topics to be covered by: • Closed-Loop MRP (MRP II) • Enterprise Planning Systems. • Enterprise Distribution Systems.
Instructors • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
10. Process Improvement Concepts and Techniques - Nabil Rageh.
3/10 Topics to be covered by: • TQM/Six Sigma. • Process Management and Improvement • Process Mapping and Flow Charting • Waiting Line Models
Instructor • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
11. Technology Systems in Other Functional Processes – Miro Costa.
3/17 Topics to be covered: • Virtual Teams/Alternate Workplace. • Cash Management, Accounting and Budgeting Systems. • CRM Systems • Social networking
Instructor: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
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SECTION IV: IMPLEMENTATION OF OPERATIONAL AND TECHNOLOGICAL CHANGE
12. Technology Implementation in Operations Processes - Paul Fouts.
3/24 Topics to be covered: . Implementation of New Technology . Implementing Technology Improvement . Sustaining Process Improvement
Instructor: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
13. Role and Impact of Operations and Technology on Strategy - Paul Fouts.
3/31 Topics to be covered: . Strategic Role of Operations and Technology . Operations-Based / Manufacturing Strategy . Operations Management and Strategic Outsourcing
Instructor • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
14. Societal and Environmental Operations and Technology Issues - All Professors
4/7 Topics to be covered: Natural Capitalism Sustainability Being Both Green and Competitive
Instructors: • Short lecture Students: • Discussion of assigned articles/papers (refer to discussion schedule)
RESEARCH PROPOSAL DUE - Three Copies for Instructors and One for Each Student
15. Research Proposal Presentations and FINAL EXAMINATION 4/14
16. Submittal of FINAL EXAM ANSWERS and other due material 4/21
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DBA 806 – Operations and Technology Systems SPRING 2011
CASE AND ARTICLE READING LIST
A complete listing of the articles/papers in the digital form is posted at http://library.ggu.edu/search/p?SEARCH=rageh (DBA 806). If you have any trouble with this link, you may try this other link. http://www.ggu.edu/university_library/about_the_library/about_the_library_faq#remote. In order to prepare for the assignments of these articles at the first class meeting, students are requested to review the posted material before hand.
SECTION I: OPERATIONS AND TECHNOLOGY SYSTEMS • OVERVIEW
2. Technology Overview- Paul Fouts. 2.1 Students Discussion of Assigned Articles/Papers: - Leonard-Barton, D. 1992. Core capabilities and core rigidities. Strategic Management Journal, 13, 111-125. - Bower, J. L. 1995. Disruptive technologies: Catching the wave. Harvard Business Review, 73(1): 43-53. - O'Reilly III, Charles A.; Tushman, Michael L. 2004. The ambidextrous organization, Harvard Business Review, 82, 4, 74-81. 2.2. Instructor Led Discussion of Assigned Articles/Papers: - Itami, H., and Numigami, T. 1992. Dynamic interaction between strategy and technology. Strategic Management Journal, 13, Special Winter Issue, 119-136. - Case Studiess: Mini-mills and the Steel Industry: Nucor; ; Continuous Casting Investments at USX Corporation, HBS: 9-697-020 and Steeling Jobs, Time, February 2002.
SECTION II: MANAGEMENT INFORMATION SYSTEMS
3. Information Technology Systems – Miro Costa
3.1 Student Led Discussion of Assigned Articles/Papers: - Carr, Nicholas G. 2005. The End of Corporate Computing. MIT Sloan Management Review, Spring 2005, Vol. 46, NO. 3, pp. 67-73. - Huang, Gregory T., Lok C. and Rotman, David. 2005. Follow the Money. Technology Review, March 2005, 108, 3, pp. 36-45. - Hugl, Ulrike. 2005. Tech-Developments and Possible Influences on Learning Processes and Functioning in the Future. The Journal of American Academy of Business, Cambridge; March 2005; 6, 2, pp. 250-256. 3.2 Instructor Led Discussion of Assigned Articles/Papers: - Prahalad, C. K. and Krishnan, M. S. 2002. The Dynamic Synchronization of Strategy and Information Technology. Sloan Management Review, 43, 4, 24-34.
–10– - Case Study: Enterprise IT at Cisco (2004), HBR, 9-605-015
SECTION III: OPERATIONS AND BUSINESS PROCESSES: SYSTEMS, TOOLS, AND CONCEPTS
4. Product/Service Design and Process Selection – Nabil Rageh. 4.1 Student Led Discussion of Assigned Articles/Papers: - Haque, Badr, and Pawar, Kulwant S. 2003.Organisational analysis: A process-based model for concurrent engineering environments. Business Process Management Journal, 9, 4: 490(37) - Wheelwright, S. C., and Clark, K. B. 1992. Creating project plans to focus product development, Harvard Business Review, 70, 2, 70-82. 4.2 Student Led Discussion of Assigned Articles/Papers: - Loch,C.H.,and C. Terwiesch. 2003. Rush and Be Wrong or Wait and Be Late? A Model of Information in Collaborative Processes. Production and Operations Management 14,no. 3:331-343. - Karniouchina, Ekaterina, Liona Victorino, and Rohit Verma. 2006. Product and Service Innovation and Ideas for Future Cross-Disciplinary Research. The Journal of PRODUCT INNOVATION MANAGEMENT, 23:274-280
5. Operations Planning and Control – Nabil Rageh 5.1 Student Led Discussion of Assigned Articles/Papers: - Chan, W.K., Burns, N.D. 2002. Benchmarking manufacturing planning and control (MPC) systems: An empirical study of Hong Kong supply chains. Benchmarking: An International Journal, 9, 3: 256(22) - Wacker,J.G., and C. Sheu. 2006. Effectiveness of Manufacturing Planning and Central System on Manufacturing Competitiveness. International Journal of Production Research 44, no. 5: 1015 5.2 Instructor Led Discussion of Assigned Articles/Papers: - Segersted, A.2006. Master Scheduling and Comparison of MRP and Cover-Time Planning. International Journal of Production Research 44,no.18-19:3585 - Case Study: Genentech-Capacity Planning (2006). HBR 9-606-052 (Instructor leads analysis)
6. Processes and Transformation Systems– Nabil Rageh. 6.1 Student Led Discussion of Assigned Articles/Papers: - Dennis, Dana, and Schroeder, Roger G. An empirical analysis of process industry transformation systems. Management Science, 46, 8: 1085(15) - Upton, D. M. 1995. What Really Makes Factories Flexible? Harvard Business Review, 69, 4, 74-84. 6.2 Student Led Discussion of Assigned Articles/Papers: - Hammer, Michael 2002. Process Management and the Future of Six Sigma. MIT Sloan Management Review, 43, 2, 26-32.
–11– - Nathan, Bhanu. 2006. Measuring Modularity-Based Manufacturing Practices and Their Impact on Mass Customization Capabilities: A Customer-Driven perspective. Decision Science, Spring 2004.
7. Just-In-Time and Lean Production and Service Systems-Nabil Rageh 7.1 Student Led Discussion of Assigned Articles/Papers: - Womack, J. P., and Jones, D. T. 1996. Beyond Toyota: How to Root Out Waste and Pursue Perfection. Harvard Business Review, 74, 5, 140-158. - King, Andrew, and Michael J. Lenox. 2001. Lean and Green? An Empirical Examination of the Relationship Between Lean Production and Environmental Performance. Production and Operations Management 10, no. 3:244-256 7.2 Student Led Discussion of Assigned Articles/Papers: - Swank, Cynthia Karen 2003. The Lean Service Machine. Harvard Business Review, October 2003. - Hines, Peter,Matthias Holwe, and Nick Rich. 2004. Learning to evolve: A review of contemporary lean thinking. International Journal of Operations and Production Management 24, 9/10, pg.994.
8. Procurement and Supply Chain– Nabil Rageh. 8.1 Student Led Discussion of Assigned Articles/Papers: - Kreipl, Stephan, and Michael Pinedo. 2005. Planning and Scheduling in Supply Chains: An Overview of Issues and Practices. Production and Operations Management 13, no.1:77-92 - Fredriksson, Peter. 2006. Operations and logistics issues in modular assembly processes: cases from the automotive sector. Journal of Manufacturing Technology Management 17, ½.pg. 168. 8.2 Instructor Led Discussion of Assigned Articles/Papers: - Lee, Hau L. 2004. The Triple-A Supply Chain. Harvard Business Review, Oct, 2-12. - Case Study: Nokia Telecommunications: Redesign of International Logistics, HBS: 9-996-006.
9. Enterprise Resource Planning Systems– All Instructors. 9.1 Student Led Discussion of Assigned Articles/Papers: - Mabert, Vincent A.; Soni, Ashok; and Venkataramanan2001. Enterprise Resource Planning: Common Myths Versus Evolving Reality. Business Horizons, May-Jine,71-78 Anussornnitisarn, P. , and S. F. Nof.2003. 2-Work: The Challenge of the Next Generation ERP Systems. Production Planning and Control 14, no. 8: 753-765. 9.2 Instructor Led Discussion of Assigned Articles/Papers: - Davenport, T. H. 1998. Putting the enterprise into the enterprise system. Harvard Business Review, 76, 4, 121-133. - Case Study: Tektronix, Inc.: Global ERP Implementation, HBR, 9-699-043
10. Process Improvement Concepts and Techniques- Nabil Rageh 10.1 Student Led Discussion of Assigned Articles/Papers: - Schmenner, Roger W. 2004. Service Business and Productivity. Decision Sciences, 35, 3: 333(15). –12– - Dixon, J. R., Arnold, P., Heineke, J., Kim, J. S., and Mulligan, P. 1994. Business Process Reengineering: Improving in New Strategic Directions. California Management Review, 36, 4, 93-108. Merrifield, Ric, Jack Calhoun, and Dennis Steven. 2008. The Next Revolution in Productivity. Harvard Business Review, June 2008 10.2 Student Led Discussion of Assigned Articles/Papers: - Neely, Andy, Mike Gregory,and Ken Platts. 2005. Performance measurement systems design: A literature review and research agenda. International Journal of Operations and Production Management 25, 12,pg. 1228. - Tiwari, Ashutosh, Chris Turner, and Peter Sackett. 2007. A framework for implementing cost and quality practices within manufacturing. Journal of Manufacturing Technology Management, vol. 18, No.6, pp 731-760. / 11. Technology Systems in Other Functional Processes – Miro Costa 11.1 Student Led Discussion of Assigned Articles/Papers: - Rigby, Darrell K., and Dianne ledingham. 2004. CRM Done Right. Harvard Business Review, November 2004 - Apgar, M. IV. 1998. The alternative workplace: Changing where and how people work. Harvard Business Review, 76, 3, 121-138. 11.2 Student Led Discussion of Assigned Articles/Papers: - Jarrenpaa,Sirkka L., Kathleen Knoll, and Dorothy leidner.1998. Is Anybody Out There? Antecedents of Trust in Global Virtual Teams. .Journal of Management Information Systems, vol 14, no. 4,pp 29-64. - Holland, C. P., Lockett, G., Richard, J-M., Blackman, I. 1994. The evolution of a global cash management system. Sloan Management Review, 36, 1, 37-48.
SECTION IV: IMPLEMENTATION OF OPERATIONAL AND TECHNOLOGICAL CHANGE
12. Technology Implementation In Operations Processes - Paul Fouts. 12.1 Student Led Discussion of Assigned Articles/Papers: - Leonard-Barton, D. and Kraus, W. A. 1985. Implementing new technology. Harvard Business Review, 63, 6, 102-110. - Leonard-Barton, D. 1988. Implementation as mutual adaptation of technology and organization. Research Policy, 17, 251-267. - Tyre, M. J., and Orlikowski, W. J. 1993. Exploiting opportunities for technological improvement in organizations, Sloan Management Review, 35, 1, 13-26. 12.2 Instructor Led Discussion of Assigned Articles/Papers: - Edmondson, A. C. 2003. Framing for learning: Lessons in Successful Technology Implementation. California Management Review, 45, 2, 34-54. - Case Study: R. R. Donnelly & Sons, HBS: 9-396-154
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13. Role and Impact of Operations and Technology on Strategy - Paul Fouts. 13.1 Student Led Discussion of Assigned Articles/Papers: - R. H. and Upton, D. M. 1998. Operations-Based Strategy. California Management Review, 40, 4, 8-25. - Voss, C. A.2005.Alternative Pardigms for Manufacturing Strategy. International Journal of Operations & Production Management, 25, 12, 1211-1222. 13.2 Instructor Led Discussion of Assigned Articles/Papers: - Lillis, B. and Lane, R. 2007. Auditing the strategic role of operations. International Journal of Management Reviews, 9, 3, 191-210. - Case Studies: Vallourec’s Venture into Metal Injection Molding, HBS: 9-697- 001 Designing Products and Processes: Aligning Problem Levels with Problem- Solving Team Forms, HBR: 9-605-039
14. Societal and Environmental Technology Issues- All Instructors. 14.1 Student Led Discussion of Assigned Articles/Papers: - Porter, M. E., and Van Der Linde, C. 1995. Green and Competitive: Ending the Stalemate. Harvard Business Review, 73(5): 120-134.Leonard-Barton, D. 1988. Implementation as mutual adaptation of technology and organization. Research Policy, 17, 251-267. - Florida, Richard. 1996. Lean and Green: The Move to Environmentally Conscious Manufacturing. California Management review, vol. 39, no. 1, 80-105. 14.2 Student Led Discussion of Assigned Articles/Papers: - Hart, Stuart L.1997.Beyond Greening: Strategies for a Sustainable World. Harvard Business Review, Jan-Feb,67-76. - Marshall, R. S. and Brown, D. 2003. The strategy of sustainability: A systems perspective on environmental initiatives. California Management Review, 46, 1, 101-126.
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INSTRUCTORS’ BIOGRAPHIES
MIRO COSTA is a Professor of Information Technology at Golden Gate University. He holds a Ph.D. and a M.S. degree in Management Information Systems from the University of Texas. He also holds a M.S. degree in Systems Engineering and Computer Science and a B.S. degree in Electronics Engineering from Rio de Janeiro Federal University, Brazil. His research interests are in the area of Security and Privacy of Statistical Databases. His teaching interests are in Database Management Systems, and Business Intelligence(BI) applications in business organizations.
PAUL FOUTS is an Associate Professor of Strategic Management and Associate Dean of the Ageno School of Business at Golden Gate University. He holds a Ph.D. in Management from the University of Oregon, an MBA in Operations Management from Sonoma State University, and a BA in Dramatic Art from the University of California. His primary area of research and teaching is in the intersection of Strategic Management, International Business, and Technology and Innovation Management. He has over twenty years managerial experience in a variety of retail, manufacturing and import/export companies, including Circa Corporation, Marin Mountain Bikes, and Hewlett Packard. He has published in such Journals as the Academy of Management Journal and presented papers at many regional, national, and international conferences.
NABIL RAGEH is a Professor of Operations Management at Golden Gate University. Dr. Rageh is the Director of the DBA Program, and was the Dean of the School of Operations Management in 1987, the Dean of the School of Management in 1988, and the chair of the Operations Management Department in 1996. He has a BS degree in Industrial/Mechanical Engineering from Cairo University, Egypt, with distinction and honor; and Ph.D. and MS degrees in Operations Research from the University of California, Berkeley. He has held senior positions at the NASCO Group International, Beta Engineering and Construction Company in Saudi Arabia, and Cutter Laboratories (now Bayer), at the Vice President level in all three companies. His research interests cover manufacturing strategy, inventory management, process improvement, and TQM concepts and techniques.
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SPRING 2011
DISCUSSION SCHEDULE OF ASSIGNED ARTICLES AND PAPERS
SESSION ASSIGNED READINGS ASSIGNMENTS
2 2.1. Student Led Discussions 1/12 2.2. Instructor Led Discussions 3 3.1. Student Led Discussions 1/19 3.2. Instructor Led Discussions 4 4.1. Student Led Discussions 1/26 4.2. Student Led Discussions 5 5.1. Student Led Discussions 2/2 5.2. Instructor Led Discussions 6 6.1. Student Led Discussions 2/9 6.2. Student Led Discussions 7 7.1. Student Led Discussions 2/17 7.2. Student Led Discussions 8 8.1. Student Led Discussions 2/24 8.2. Instructor Led Discussions 9 9.1. Student Led Discussions 3/3 9.2. Instructor Led Discussions 10 10.1. Student Led Discussions 3/10 10.2. Student Led Discussions 11 11.1. Student Led Discussions 3/17 11.2. Student Led Discussions 12 12.1. Student Led Discussions 3/24 12.2. Instructor Led Discussions 13 13.1. Student Led Discussions 3/31 13.2. Instructor Led Discussions 14 14.1. Student Led Discussions 4/7 14.2. Student Led Discussions
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