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Journal articles on the topic 'Operational performance'

Author: Grafiati

Published: 4 June 2021

Last updated: 14 March 2023

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1

Kembaren, Julbintor. "Enhancing Operational Performance through ERP Performance." International Journal of Advanced Trends in Computer Science and Engineering 8, no. 6 (December 15, 2019): 2750–52. http://dx.doi.org/10.30534/ijatcse/2019/11862019.

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Kembaren, Julbintor. "Enhancing Operational Performance through ERP Performance." International Journal of Advanced Trends in Computer Science and Engineering 9, no. 2 (April 25, 2020): 1002–4. http://dx.doi.org/10.30534/ijatcse/2020/16922020.

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3

Horton, L. D., J. P. Christiansen, J. Lingertat, C. F. Maggi, V. Mertens, O. Pogutse, G. Saibene, et al. "Performance near operational boundaries." Plasma Physics and Controlled Fusion 41, no. 12B (December 1, 1999): B329—B341. http://dx.doi.org/10.1088/0741-3335/41/12b/324.

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Chou, Chun-Hsin, Joe-Ming Lee, Ying-Maw Teng, and Hsiu-Ling Lee. "The relationships between productivity, operational risk, and firm performance." Agricultural Economics (Zemědělská ekonomika) 68, No. 3 (March 17, 2022): 97–106. http://dx.doi.org/10.17221/222/2021-agricecon.

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The aim of this study was to revisit the relationship between productivity and performance by using the panel data model on Taiwanese food listed firms during 2008–2020. The result found that there is a U-shaped relationship between productivity and performance. On the contrary, research and development (R&D) innovation and performance have an inverse U-shaped relationship, reminding that when the food listed firms have a specific R&D innovation base, they should invest more powerful resources, professional productivity, and innovate the food listed firms.

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Prajogo, Daniel I., and Mark Goh. "Operations Management activities and operational performance in service firms." International Journal of Services Technology and Management 8, no. 6 (2007): 478. http://dx.doi.org/10.1504/ijstm.2007.013943.

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Duong, Ngoc-Hong. "Relationship of Social Sustainability, Operational Performance and Economic Performance in Sustainable Supply Chain Management." GLOBAL BUSINESS FINANCE REVIEW 27, no. 4 (August 31, 2022): 47–65. http://dx.doi.org/10.17549/gbfr.2022.27.4.46.

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Purpose: Over the past two decades, sustainable development and green economy approaches have been implemented in different fields, including supply chain management. In developed countries, sustainable supply chain management (SSCM) has attracted attention from both academia and industry. However, there is a substantial knowledge gap about supply chain social sustainability in developing countries. Hence, the main purpose of this study is to present the link between social sustainability and economic performance with the mediating role of operational performance in sustainable supply chain management. Design/methodology/approach: The PLS-SEM model is applied to identify factors affecting social sustainability and the relationship between social sustainability, operational performance, and economic performance in Vietnam. Findings: The study broadens the concept and emphasizes the importance of sustainable development in the context of Vietnam and provides recommendations for managers on strategic planning and developing business towards sustainability. This study also encourages managers to enrich employees’ welfare and working conditions and con- tribute to the local community. Research limitations/implications: The social indicators in developing countries are distinct from those in developed countries. Hence, this study may only apply in the context of developing countries. There are three main pillars of sustainable development, including economic (profit), environment (planet), and society (people). In this research, the author only examines the social and economic aspects. Originality/value: The outcomes of this study demonstrate a clear link between the social and economic elements of sustainability. While demonstrating how fully implemented Social sustainability improves economic performance, this study stimulates academic research about the interrelationship of sustainability elements in supply chains.

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L.JAGADEESAN, L. JAGADEESAN, and Dr H. SHANKAR Dr. H.SHANKAR. "Operational Performance of Mango Pulp Industry in Tamilnadu – An Analysis." Indian Journal of Applied Research 4, no. 8 (October 1, 2011): 90–94. http://dx.doi.org/10.15373/2249555x/august2014/24.

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Tätilä, Jaakko, Pekka Helkiö, and Jan Holmström. "Exploring the performance effects of performance measurement system use in maintenance process." Journal of Quality in Maintenance Engineering 20, no. 4 (October 7, 2014): 377–401. http://dx.doi.org/10.1108/jqme-07-2013-0051.

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Purpose – The intended function of performance measurement is to support the effective management of an organisation and the improvement of organisational performance. However, how performance measurement should be used operationally to support the achievement of improved performance is not self-evident. The purpose of this paper is to examine the operational use of performance measurement in practice and to describe how different use practices contribute to improved performance. Design/methodology/approach – The authors conducted an exploratory single case study in a maintenance process. Data were collected using a mixed methods approach that encompassed qualitative meetings and interviews (identification of usage practices) followed by a quantitative survey (elaboration of usage practices and their performance effects). Findings – Three usage practices are relevant: Inspect and Improve, Motivate, and Decision Making. Improved performance is best achieved through motivational and supportive improvement use. Furthermore, performance measurement systems must be designed properly to establish their use. Research limitations/implications – Being based on a single-case study, the identified usage practices may be limited to field service organisations or other organisations with similar organisational structures. The findings suggest opportunities for further research linking operational performance measurement system use and the body of knowledge on the design and purpose of performance measurement in maintenance processes. Practical implications – A performance measurement system can be used as a motivational improvement tool in operational level leadership. Upper level management must support its use by designing an understandable and applicable system. Originality/value – This paper identifies specific usage practices that contribute to improved performance, thereby providing a more detailed view than the usage categories found in the extant literature. The focus is on operational, rather than strategic, level management.

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Fu, Wayne, and Brian W. Jacobs. "Does increased water efficiency improve financial performance? The important role of operational efficiency." International Journal of Operations & Production Management 42, no. 3 (February 8, 2022): 304–30. http://dx.doi.org/10.1108/ijopm-10-2021-0628.

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PurposeThe purpose of this study is to examine the relationships between changes in water efficiency, profit and risk for firms in the global Consumer Packaged Goods industry. This study also aims to consider the moderating effect of operational efficiency on those relationships.Design/methodology/approachUsing a sample of 155 firms with annual corporate social performance and financial performance data from Bloomberg for the years 2010–2019, this study employs first-differencing panel regression models to obtain our results.FindingsThis study finds strong evidence that operational efficiency moderates the relationships between water efficiency, profit and risk. For operationally efficient firms, increasing water efficiency increases profit and reduces risk. But for firms that are not operationally efficient, this study finds the opposite effects. These findings suggest a threshold level of operational efficiency that firms should achieve before they can reap financial benefits from increases in water efficiency.Originality/valueDespite the increasing importance of water efficiency as a measure of corporate social performance, its effects on financial performance are not well studied. The relationship between operational efficiency and water efficiency has also not been examined. This work provides empirical evidence to better understand these important relationships. The major implication for managers is that operational efficiency is a foundational capability that should be developed before focusing on efforts to improve water efficiency. For operationally efficient firms, improvements in water efficiency can be an important mechanism to increase profitability and reduce risk.

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Birkie, Seyoum Eshetu, Paolo Trucco, and Matti Kaulio. "Sustaining performance under operational turbulence." International Journal of Lean Six Sigma 8, no. 4 (October 9, 2017): 457–81. http://dx.doi.org/10.1108/ijlss-12-2016-0077.

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Purpose Many studies have found that Lean practices provide better performance in a stable business environment. However, there is limited information on how Lean practices influence performance gains (defined in this paper as improvement and sustenance of performance) in an uncertain (complex and dynamic) environment. This study aims to investigate how the implementation of Lean helps to sustain performance in such context. Design/methodology/approach The study draws on an in-depth investigation of two capital goods manufacturing engineer-to-order (ETO) cases, in which performance sustenance is discussed in relation to the extent, locus and extensiveness of implemented Lean practice bundles. Findings Findings indicate that a higher extent of Lean practices’ implementation, covering both shop floor and transactional processes, increases the possibility of performance sustenance in ETO. Furthermore, a coherent approach in the pre-, during- and post-implementation phases of the Lean change process is required to foster performance sustenance. Lean practices in ETO are modified to suit context change from repetitive manufacturing. Research limitations/implications This study proposes performance sustenance as a performance measure in a highly uncertain context, such as ETO, as a single reference cannot effectively measure performance improvements over diverse orders. From this perspective, appropriate Lean implementation contributes towards building capabilities for flexibly and proactively managing uncertain circumstances. Practical implication Even companies operating in highly uncertain (complex and dynamic) contexts may benefit from significant performance gains, thanks to the Lean implementation. This can be achieved by a balanced implementation of practices at shop floor and transactional processes, and their mindful customisations. Originality/value The study compares Lean implementation in ETO with that of high-volume–low-variety systems established in the literature. It qualitatively discusses how Lean implementation as an overarching effort both in shop floor and transactional processes leads to better sustenance of achieved performance improvements in shop floor under high uncertainty.

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Rompho, Nopadol. "Operational performance measures for startups." Measuring Business Excellence 22, no. 1 (March 19, 2018): 31–41. http://dx.doi.org/10.1108/mbe-06-2017-0028.

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PurposeThe purpose of this study is to investigate the uses of performance measures in startup firms, including perceived importance and performance of those measures. Design/methodology/approachThe survey method is used in this study. Data are collected from founders/chief executive officers/managers of 110 startups in Thailand. The correlation analysis and analysis of variance techniques are used as the analysis tool in this study. FindingsThe results show that there is a positive relationship between the perceived importance and the performance of each metric. However, no significant differences are found in the importance and performance of each metric among the various stages of startups. Research limitations/implicationsBecause there are so few startups compared to large corporations, the sample size of this study is relatively small, which is a limitation for some statistical tests. Practical implicationsStartup should measure and monitor the correct metrics in a particular stage, instead of trying to perform well in all areas, which will lead them to lose focus, and possibly even fail. Results obtained from this study will aid startups in properly monitoring and managing their performance. Originality/valueUnlike large corporations, the performance measures used by startups vary, and depend on a startup’s stage and type. Because of the fact that there are much fewer startups than large corporations, there are a limited number of studies in this area. This research is among the first studies that try to investigate the uses of performance measure for this new type of organizations.

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NASCIMENTO, Elivania Maria Sousa, Marcelo Queiroz AMORIM, Karla Lúcia Batista ARAÚJO, Carlos Alessandro CHIODEROLI, and Jean Lucas Pereira OLIVEIRA. "PERFORMANCE OPERATIONAL OF THE MICROTRACTORROTOENCANTEIRATOR." Nucleus 13, no. 2 (October 30, 2016): 291–300. http://dx.doi.org/10.3738/1982.2278.1654.

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Hernandez-Matias, Juan Carlos, Jared R. Ocampo, Antonio Hidalgo, and Antonio Vizan. "Lean manufacturing and operational performance." Journal of Manufacturing Technology Management 31, no. 2 (September 3, 2019): 217–35. http://dx.doi.org/10.1108/jmtm-04-2019-0140.

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Purpose Lean manufacturing (LM) constitutes a consolidated alternative that has been successfully used to increase company effectiveness and performance. However, different studies have shown that many companies that attempt to integrate LM into their manufacturing operations fail in their efforts. Recent studies have shown that soft practices are a key factor for a successful LM implementation. The purpose of this paper is to analyze an in-depth review of the different human-related lean practices (HRLP) referenced in the recent literature and to identify which of them are more relevant to a successful LM implementation. Design/methodology/approach The findings presented in this paper are based on the results of a study about the situation of LM in Spain carried out with lean production managers and frontline supervisors of 202 Spanish companies with a high percent (74 percent) of international firms with factories in different countries. The implemented methodology uses factor analysis and structural equation modeling. Findings The results shows statistical evidence of the relationship between management’s HRLP (fostering a lean culture, providing support to lean), employees’ HRLP (employee involvement and employee empowerment) and operational performance (OP) (waste reduction and flexibility). Practical implications The results have academic and practical relevance for clarifying lean phenomena, helping managers to define a sequence in which a company should implement HRLP to successfully implement LM and increase its OP. Originality/value This study fills a research gap by exploring the existing causal relationships between a greater number of variables, both dependent and independent in relation to human factors in LM implementations.

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Harland, Christine. "Supply chain operational performance roles." Integrated Manufacturing Systems 8, no. 2 (April 1997): 70–78. http://dx.doi.org/10.1108/09576069710165756.

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Dyson, Robert G. "Strategy, performance and operational research." Journal of the Operational Research Society 51, no. 1 (January 2000): 5–11. http://dx.doi.org/10.1057/palgrave.jors.2600916.

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Feng, Taiwen, Tongzheng Li, Linyan Sun, and Dan Wang. "External involvement and operational performance." Chinese Management Studies 7, no. 3 (August 23, 2013): 488–507. http://dx.doi.org/10.1108/cms-feb-2012-0023.

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Dyson, Robert G. "Strategy, Performance and Operational Research." Journal of the Operational Research Society 51, no. 1 (January 2000): 5. http://dx.doi.org/10.2307/253942.

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Tuominen, Matti, Arto Rajala, and Kristian Moller. "Intraorganizational relationships and operational performance." Journal of Strategic Marketing 8, no. 2 (January 2000): 139–60. http://dx.doi.org/10.1080/096525400346222.

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Masson, Siddhant, Rachit Jain, Narendra Mani Ganesh, and Sajeev Abraham George. "Operational efficiency and service delivery performance." Benchmarking: An International Journal 23, no. 4 (May 3, 2016): 893–915. http://dx.doi.org/10.1108/bij-02-2014-0014.

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Purpose – The purpose of this paper is to evaluate performance of Indian telecom service providers through a benchmarking study of their operational efficiency and service delivery effectiveness. The paper also carries out a peer-to-peer comparison and identifies-specific areas of improvement for different service providers to attain sustainable growth and profitability. Design/methodology/approach – A two stage data envelopment analysis (DEA) model was used to compare the performances of the service providers. The first stage represents how efficiently a unit is able to use its infrastructure and resources to generate better quality services. The second stage captures how well the company is able to communicate and deliver these services to the customer. Findings – The results of the study support the applicability of the two stage DEA for comparing the performances of the telecom service providers as they are in line with the financial performance indicators and brand ranking. It is observed that those companies which score high on both operational efficiency and service delivery effectiveness have achieved superior profitability. Research limitations/implications – This study has been carried out at a pan-India level and hence does not take into account circle level or local performance which varies significantly for most service providers. Besides, this the analysis was constrained by limited data in the public domain, which necessitated estimations and extrapolations for some variables of few service providers. Practical implications – The study has helped to provide inputs for the Indian telecom companies for potential performance improvements by providing a comparative analysis of their operational efficiency and service delivery effectiveness. It has enabled to derive deeper insights on potential target areas for managerial attention that could be translated into implementable actions. The benchmarking analysis has also helped to understand whether the current performance of the service provider is sustainable, unprofitable or ephemeral. Originality/value – This paper goes beyond the traditional benchmarking studies of Indian telecom service providers introducing a two stage DEA model to understand the operational efficiency as well as the service delivery effectiveness. The study has helped to derive valuable academic and practical insights on the issue of performance measurement of the Indian telecom service providers.

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Nasir, Abdul Majid, Adeel Ahmad, and Waseem Barkat. "Operational performance and financial performance of Malaysia Airlines." Paradigms 11, no. 1 (June 15, 2017): 34–40. http://dx.doi.org/10.24312/paradigms110106.

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Uraon, Ram Shankar, and Manish Gupta. "Do HRD practices affect perceived market performance through operational performance? Evidence from software industry." International Journal of Productivity and Performance Management 69, no. 1 (May 2, 2019): 85–108. http://dx.doi.org/10.1108/ijppm-06-2018-0207.

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Purpose The purpose of this paper is to examine the effect of human resource development (HRD) practices on perceived operational and market performances in the software companies in India, and also the mediating effect of operational performance in the relationship between HRD practices and market performance. Design/methodology/approach Data were collected from 516 professionals working in 37 software companies in India. Partial least square (PLS) was used to test the proposed structural equation model. Findings The findings reveal that the HRD practices significantly affect market performance. However, operational performance, as a mediator, was found to have a crucial role in transferring the effects of HRD practices to market performance. Research limitations/implications The findings of this study are in line with the theory of HRD which suggests a positive relationship between HRD and organizational performance. Practical implications The results suggest that to enhance the market performance, organizations need to enhance operational performance by meticulously designing and implementing the series of HRD practices. Originality/value This study is one of its kind to overcome the limitations of earlier studies to examine the effect of comprehensive dimensions of HRD on operational and market performance.

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Kembaren, Julbintor. "Increasing Operational Performance through ERP Performance in Oil Palm Plantation Industry Indonesia." Daengku: Journal of Humanities and Social Sciences Innovation 2, no. 5 (September 30, 2022): 640–44. http://dx.doi.org/10.35877/454ri.daengku1209.

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Digital transformation is needed in palm oil companies in Indonesia to achieve maximum operational performance. Enterprise Resource Planning (ERP) can help improve organizational efficiency and productivity through organizational trust, transformational leadership, and mobility strategies, playing an effective role in improving operational performance. This study aims to collect data through a survey of 79 oil palm plantation companies that use ERP to improve their operational performance in Indonesia. Partial Least Square Structural Equation Model (SEM–PLS) is an analytical method that can be applied through the SmartPLS 3.0 software used in this study. This study found that ERP implementation, organizational trust, transformational leadership and mobility strategies have a major role in influencing operational performance. Thus, ERP performance can be enhanced by organizational trust, transformational leadership, and mobility strategies. Operational performance can be achieved through continuous and reliable improvement. Keywords: Performance, ERP, Mobility, Trust, Transformational Leadership, Palm Oil

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Pashaei, Sebastian, and Jan Olhager. "Product architecture, global operations networks, and operational performance: an exploratory study." Production Planning & Control 30, no. 2-3 (February 17, 2019): 149–62. http://dx.doi.org/10.1080/09537287.2018.1534267.

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RAMAYAH, T., and ROAIMAH OMAR. "INFORMATION EXCHANGE AND SUPPLY CHAIN PERFORMANCE." International Journal of Information Technology & Decision Making 09, no. 01 (January 2010): 35–52. http://dx.doi.org/10.1142/s0219622010003658.

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The purpose of this study is to examine the effects of operational and strategic information exchange on supply chain performance and the moderating role of information quality in relation to both operational and strategic information exchange. The study was conducted using manufacturing companies located in the Northern region of Malaysia. Hierarchical multiple regressions were applied to test the hypotheses developed for the study. It was found that operational and strategic information exchange is significantly related to supply chain performance. The impact of strategic information exchange is greater as opposed to operational information exchange. Information quality does not moderate the relationship between both operational and strategic information exchange and supply chain performance. Nonetheless, this study provides evidence that both strategic information exchange and operational information exchange are required to enhance supply chain performance. As such supply chain partners should effectively exchange strategic information as the impact is greater on performance.

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Lyu, Gaoyan, Lihua Chen, and Baofeng Huo. "Logistics resources, capabilities and operational performance." Industrial Management & Data Systems 119, no. 2 (March 11, 2019): 230–50. http://dx.doi.org/10.1108/imds-01-2018-0024.

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Purpose The purpose of this paper is to investigate how different logistics resources and resource patterns, such as logistics infrastructure, logistics location, logistics knowledge and logistics information, affect logistics capabilities and operational performance. Design/methodology/approach Based on data collected from 273 companies in China, this study examines impacts of individual logistics resource dimensions on resource integration capability, customer service capability and operational performance through contingency approach. Furthermore, three logistics resource patterns are identified and linked with resource integration capability and operational performance through configuration approach. Findings Contingency results show that different logistics resources have different impacts on resource integration capability and operational performance. Configuration results reveal that companies’ capabilities and operational performance vary for different logistics resource patterns: the high-uniform pattern has a better resource integration capability and operational performance than other patterns, while all logistics resource patterns have similar customer service capability levels. Research limitations/implications Future studies should examine other resource capabilities and performance indicators of companies and extend this study to other countries and regions. Originality/value This study contributes to the logistics resource literature through empirically investigating relationships among logistics resources, resource integration capability and operational performance using contingency approach, and through identifying different logistics resource patterns based on configuration approach. The findings extend the logistics resource literature, particularly on research of logistics parks in China.

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Chowdhury, Priyabrata, Kwok Hung Lau, and Siddhi Pittayachawan. "Operational supply risk mitigation of SME and its impact on operational performance." International Journal of Operations & Production Management 39, no. 4 (May 14, 2019): 478–502. http://dx.doi.org/10.1108/ijopm-09-2017-0561.

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Purpose The purpose of this paper is to investigate how buyer–supplier social capital may help mitigate operational supply risk (OSR) of small- and medium-sized enterprises (SMEs). It empirically examines a framework that posits the direct and mediated impacts of three dimensions of buyer–supplier social capital – structural, relational and cognitive – and supplier integration on the OSR of SMEs and consequently their operational performance. Design/methodology/approach This study uses data collected via a questionnaire from 485 manufacturing SMEs in Bangladesh for analysis using structural equation modeling. Findings The analysis reveals that all the three dimensions of buyer–supplier social capital can effectively reduce the OSR of SMEs, either directly or indirectly through supplier integration. The mediating role of supplier integration in the relationship between social capital and OSR is confirmed and the negative impact of OSR on operational performances of SMEs is verified. Research limitations/implications Generalization of the findings needs to be prudent since the study gathered information only from manufacturing SMEs in Bangladesh on the buyer side of the buyer–supplier dyad. Practical implications Findings of this study can provide references for SME practitioners to formulate their OSR mitigation strategies for enhancing operational performance. Originality/value This study adds to the currently scarce literature on OSR of SMEs by combining antecedents and consequences of OSR in a single framework. It also extends the use of buyer–supplier social capital to risk mitigation research.

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Denney, Dennis. "Britannia: Preparing for Superior Operational Performance." Journal of Petroleum Technology 50, no. 04 (April 1, 1998): 74–76. http://dx.doi.org/10.2118/0498-0074-jpt.

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Ricardianto, Prasadja, Heriyanto Wibowo, Lira Agusinta, Edi Abdurachman, Abdullah Ade Suryobuwono, Peppy Fachrial, Agus Setiawan, Salahudin Rafi, Siti Maemunah, and Endri Endri. "Determinants of airport train operational performance." International Journal of Data and Network Science 6, no. 1 (2022): 91–98. http://dx.doi.org/10.5267/j.ijdns.2021.9.019.

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This study aims to analyze the improvement of the operational performance of Indonesia’s Soekarno-Hatta Airport train through service quality which is mediated by train passenger loyalty and passenger satisfaction. The main problems in this study are the use of the same railway for long-distance train, airport train, and commuter Line train, the limited use of airport railway with four schedules, the headway which becomes 30 minutes since the number of travels becomes 82 trips, and the tariff being applied now is considered as burdening the passengers. The research method uses a quantitative analysis approach with the technique of Structural Equation Modeling-Lisrel. Data collection is done through observation and questionnaire distribution. The respondents are 306 passengers of trains heading for Soekarno-Hatta Airport. The benefit of this study for the domestic railway company is that by improving service quality, passenger loyalty and satisfaction, it will improve the operational performance of airport trains. The result of this research indicates the significant influence of service quality variable on passenger loyalty through passenger satisfaction, the significant influence of service quality variable on operational performance through passenger satisfaction and passenger loyalty as well as the significant influence of passenger satisfaction variable on operational performance through passenger loyalty.

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Wawrzyniak, Adriana I., Roman Panaś, Alessandro Curcio, Marcin Knafel, Grzegorz Kowalski, and Andrzej Marendziak. "Solaris synchrotron performance and operational status." Nuclear Instruments and Methods in Physics Research Section B: Beam Interactions with Materials and Atoms 493 (April 2021): 19–27. http://dx.doi.org/10.1016/j.nimb.2021.01.020.

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Aninda, Niken, and Etikah Karyani. "Supply Chain Digitalization and Operational Performance." International Journal of Asian Business and Information Management 13, no. 2 (July 2022): 1–16. http://dx.doi.org/10.4018/ijabim.298000.

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This study aims to analyze the effect of supply chain digitization on operational performance and new revenue streams. Data were collected from 123 companies or 492 observations. The samples are companies listed on the Indonesia Stock Exchange with a focus on 3 types of industry, namely the service industry, manufacturing industry, and financial industry from 2016 to 2019. Using the ordinary least square (OLS) model, this study find that supply chain digitalization practices have a positive effect on operational performance, but a negative effect on new revenue stream. Thus, stakeholders can use supply chain digitalization practices as a consideration in making financial decisions as it has influence for operational performance.

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Burns, M. J., and V. G. Mitchell. "Stormwater harvesting: Assessing operational system performance." Australasian Journal of Water Resources 12, no. 2 (January 2008): 153–60. http://dx.doi.org/10.1080/13241583.2008.11465343.

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Padavano, Kurt R. "Benchmarking: Strategies for gauging operational performance." Journal of Facilities Management 3, no. 2 (June 2005): 145–60. http://dx.doi.org/10.1108/14725960510808455.

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Flannery, Aimee, and Tapan Datta. "Operational Performance Measures of American Roundabouts." Transportation Research Record: Journal of the Transportation Research Board 1572, no. 1 (January 1997): 68–75. http://dx.doi.org/10.3141/1572-09.

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The introduction of a new form of at-grade intersection control in the United States, termed a roundabout, has left many researchers and practitioners puzzled about their performance level. Many researchers and practitioners have looked to foreign design and operational manuals for guidance. Although the methods contained in these manuals have been implemented in their respective countries, no one is certain how they will transfer to conditions in the United States. Considering that driver characteristics are a major contributor to operational performance, these methods may not accurately depict the performance level of roundabouts with American drivers. Driver characteristics, in relation to operational performance, of four single-lane roundabouts located in the United States are described. The same driver characteristics are compared with findings in Australia under similar conditions; in addition, the probability density function for gap acceptance is derived. American drivers do not always react the same as Australian drivers under similar conditions. However, use of the Australian methods is, in most cases, more conservative and therefore should not overpredict the capacity and performance of roundabouts in the United States. The probability density function for gap acceptance at roundabouts was similar in shape and slope to that of two-way stop control. However, comparison of the gap-acceptance values of right-turning vehicles at two-way stop control with those at a roundabout indicates that drivers at roundabouts accept smaller gaps in the traffic stream on entry. This leads to the conclusion that roundabouts should perform better than two-way or all-way stop-controlled intersections under most conditions. The question remains: When do roundabouts function better than traffic signals?

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Laugen, Bjorge Timenes, and Harry Boer. "Continuous innovative practises and operational performance." International Journal of Technology Management 44, no. 3/4 (2008): 338. http://dx.doi.org/10.1504/ijtm.2008.021043.

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Rungtusanatham, M., F. Salvador, C. Forza, and T. Y. Choi. "Supply‐chain linkages and operational performance." International Journal of Operations & Production Management 23, no. 9 (September 2003): 1084–99. http://dx.doi.org/10.1108/01443570310491783.

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Staughton, Roy, and Robert Johnston. "Operational performance gaps in business relationships." International Journal of Operations & Production Management 25, no. 4 (April 2005): 320–32. http://dx.doi.org/10.1108/01443570510585525.

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Jiang, Bin, Gregory V. Frazier, and Edmund L. Prater. "Outsourcing effects on firms' operational performance." International Journal of Operations & Production Management 26, no. 12 (December 2006): 1280–300. http://dx.doi.org/10.1108/01443570610710551.

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Chavez, Roberto, Cristina Gimenez, Brian Fynes, Frank Wiengarten, and Wantao Yu. "Internal lean practices and operational performance." International Journal of Operations & Production Management 33, no. 5 (April 19, 2013): 562–88. http://dx.doi.org/10.1108/01443571311322724.

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Boer, Henrike, and Harry Boer. "Design-for-variety and operational performance." Journal of Manufacturing Technology Management 30, no. 2 (February 28, 2019): 438–61. http://dx.doi.org/10.1108/jmtm-03-2018-0065.

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Purpose Design-for-variety (DFV) practices aim to help manufacturers to manage and mitigate the negative impact of product variety on operational performance. Theory suggests that designing products according to DFV practices increases operational performance by allowing more efficient processing of products, capitalizing on commonalities and by supporting cross-functional and cross-boundary coordination through simplifying product designs. The purpose of this paper is to investigate the latter proposition, and especially the mediating role of internal, supplier and customer integration in the relationship between DFV and operational performance. Design/methodology/approach Data collected in 2014 among 702 manufacturers from 22 countries as part of the 6th International Manufacturing Strategy Survey are analyzed through mediated regression analysis using SPSS 25, AMOS and PROCESS v3.1 software. Findings DFV affects cost/speed, quality, delivery, flexibility and service performance positively. Except for the role of customer integration in the DFV-cost/speed relationship, internal, supplier and customer integration partially mediate the relationship between DFV and operational performance. Practical implications In addition to allowing a more efficient processing of products, the positive effect of DFV on performance is also explained by the fact that DFV practices support cross-functional and supply chain integration. These practices allow manufacturers to create a set of design rules easily understood and communicated within and across organizational boundaries. Originality/value While previous research tends to consider one DFV practice and limited sets of integration mechanisms and performance dimensions, this paper consolidates the most common DFV practices into one construct and encompasses the three forms of integration and six performance dimensions dominating the DFV literature.

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Williams, M. C., R. Gemmen, and G. Richards. "Optimal Operational Performance of Fuel Cells." ECS Transactions 51, no. 1 (June 26, 2013): 175–82. http://dx.doi.org/10.1149/05101.0175ecst.

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Borhan Uddin Bhuiyan, Md, and Jill Hooks. "Operational “problem” directors and environmental performance." Sustainability Accounting, Management and Policy Journal 7, no. 2 (May 3, 2016): 268–94. http://dx.doi.org/10.1108/sampj-12-2014-0088.

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Purpose The way in which a firm’s actions are perceived by others is driven by the individual values and ethics of directors (Ntim and Soobaroyen, 2013). The purpose of this paper is to examine the effects of “problem” directors on the environmental performance of firms. The authors argue that if a board member has a tainted reputation, then environmental performance will be higher as the problem director seeks to rebuild his/her reputation. Design/methodology/approach The authors use a sample of the top 500 US companies for 2010 and 2011 and an ordinary least square (OLS) model to capture the impact of “problem” directors on environmental performance. The authors use an independent measure of environmental performance which includes three categories: environmental impact, environmental management (green policies) and environmental reputation (which is affected by disclosure). Findings The findings of this paper show that the average environmental impact score is 53.32 per cent, the environmental management green policy score is 35.39 per cent and environmental reputation is 49.86 per cent. A firm which is operated by a problem director has a higher score for environmental management and environmental reputation than non-problem director-affiliated firms. Firms which are managed by a problem director(s) have lower scores for environmental impact than non-problem director-affiliated firms in the USA, indicating a higher level of emissions, water use, waste disposal, etc. Practical implications The authors posit that problem directors promote environmental performance as a means to enhance their reputation and divert attention from allegations of previous poor professional behaviour. Regulators and investors should interpret the environmental performance of a firm with caution when a problem director is on the board. Originality/value Prior research on the relationship between environmental performance and corporate governance has been based on board composition and characteristics. However, board decision-making reflects the professional experience and personal values of the directors. These factors have not been addressed in the literature to-date and, hence, form this paper’s contribution.

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Sinay, Maria Cristina Fogliatti de, and Michelly Goncalves Fernandes. "Operational performance of terminals of containers." International Journal of Logistics Systems and Management 6, no. 2 (2010): 190. http://dx.doi.org/10.1504/ijlsm.2010.030960.

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Kaur, Amandeep, and Jasmine Kaur. "Operational Performance of Milk Processing Industry." Indian Economic Journal 63, no. 3 (October 2015): 385–98. http://dx.doi.org/10.1177/0019466220150304.

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Gil, José Antonio, P. Krzeminski, J. B. van Lier, J. H. J. M. van der Graaf, T. Wijffels, R. Van den Broeck, I. Y. Smets, J. F. M. Van Impe, and D. Prats. "MBR performance: Operational problems in industry." Filtration + Separation 48, no. 6 (November 2011): 36–41. http://dx.doi.org/10.1016/s0015-1882(11)70262-2.

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Onodera, H., H. Kanbara, and K. Tamaru. "Operational-amplifier compilation with performance optimization." IEEE Journal of Solid-State Circuits 25, no. 2 (April 1990): 466–73. http://dx.doi.org/10.1109/4.52171.

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Gomez-Conde, Jacobo, Rogerio Joao Lunkes, and Fabricia Silva Rosa. "Environmental innovation practices and operational performance." Accounting, Auditing & Accountability Journal 32, no. 5 (June 17, 2019): 1325–57. http://dx.doi.org/10.1108/aaaj-01-2018-3327.

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Purpose The purpose of this paper is to analyze the effect of management accounting and control systems (MACS) on environmental innovation practices and operational performance. Specifically, this study relies on Simons’ levers of control (LOC) framework to investigate how managers implement environmental innovation practices. This paper hypothesizes that a forward-looking use of MACS (i.e. interactive use) triggers the implementation of environmental innovation practices, resulting in higher operational performance. Furthermore, the authors argue that the monitoring role of MACS (i.e. diagnostic use) combined with environmental training improves the effect of environmental innovation practices on operational performance. Design/methodology/approach Hypotheses are examined through a questionnaire survey. The analyses are based on responses in an empirical study from 89 Brazilian hotels. Findings Empirical findings from a hierarchical moderated regression analysis support the hypothesized links. Originality/value This study contributes to the environmental management and management control literature by providing novel evidence on the roles MACS play in the field of sustainable development. Based on the LOC framework, the authors shed light on the understanding of how managers introduce and monitor environmental innovation practices, as well as also outlining the key effects of environmental training in enabling the novel abilities of managers and employees to better understand environmental data and identify novel potential environmentally friendly solutions in the case of deviations. This paper also adds to Wijethilake et al. (2017), providing new empirical evidence on how firms design, implement and use MACS that capture institutional pressures for sustainability from multiple stakeholders.

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Shima, Hisashi, and Yukio Tamai. "Oxide nanolayer improving RRAM operational performance." Microelectronics Journal 40, no. 3 (March 2009): 628–32. http://dx.doi.org/10.1016/j.mejo.2008.06.096.

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Parkan, Celik. "The calculation of operational performance ratings." International Journal of Production Economics 24, no. 1-2 (November 1991): 165–73. http://dx.doi.org/10.1016/0925-5273(91)90163-n.

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Madan, MS. "Performance monitor for an operational LAN." Computer Communications 9, no. 6 (December 1986): 282–86. http://dx.doi.org/10.1016/0140-3664(86)90050-2.

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Trofimenkoff, F. N., and O. A. Onwauchi. "Noise performance of operational amplifier circuits." IEEE Transactions on Education 32, no. 1 (1989): 12–17. http://dx.doi.org/10.1109/13.21156.

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