Editorial

Citation

Taylor, A. and Taylor, M. (2009), "Editorial", International Journal of Operations & Production Management, Vol. 29 No. 3. https://doi.org/10.1108/ijopm.2009.02429caa.001

Editorial

Article Type: Editorial From: International Journal of Operations & Production Management, Volume 29, Issue 3

Performance management is an enduring and important topic of research within the Operations Management community. Based on the maxim that you cannot manage what you cannot measure, it follows that the notion of performance measurement is central to this avenue of research endeavour. In this field, the debate continues on issues such as the definition of performance measurement systems (PMSs) (Franco-Santos et al., 2007), and on the factors that influence the adoption and use of PMSs in particular contexts and circumstances (Moxham and Boaden, 2007; Garengo and Bititci, 2007). Indeed, such is the importance of this topic, that the impact of performance measurement on performance has itself been the subject of recent investigation (Bourne et al., 2007). Following this line of research, the first paper in this issue, by Fullerton and Wempe, contributes to our knowledge and understanding of the impact of performance measurement on company financial performance. Specifically, it examines the role of non-financial manufacturing performance (NFMP) measures in the relationship between lean manufacturing and performance and finds that the use of NFMP mediates this.

In a manner that was reminiscent of an earlier editorial experience (Taylor and Taylor, 2008) the process by which this paper came to be accepted for publication in the journal was noteworthy for the high level of debate that it involved between authors, reviewers and editors, particularly at the final stages. Specifically, in this case, there was much debate on the differences between mediation and moderation in the context of variables intervening in a relationship. As editors, it is not always easy to mediate (!) in such debates, particularly where our peers have well-argued, but opposing positions on a particular topic. Nevertheless, these incidents provide valuable learning opportunities as we observe that the need to be able to defend a stance by using rational argument and appropriate academic support is an important aspect of working within a healthy academic community such as ours.

Returning now to the other papers in this issue, our second paper by Matook, Lasch and Tamaschke, takes us beyond the focal organisation and into the supply chain, to consider the risks associated with using suppliers. They develop a five-stage framework for risk management in this context that involves activities starting with the identification of risks, through to the development and implementation of appropriate management responses to these. Application of the framework is illustrated through a case study, by which the risks associated with a number of suppliers to a focal organisation were examined. The performance of the individual suppliers was benchmarked against that of each of the others, and a programme of supplier development was established whereby practices from the better performing suppliers were applied in the poorer ones. The authors argue that this approach allows for the development of firm-specific risk management programmes and for improved relationships with suppliers.

Our third paper, by Malach-Pines, Dvir and Sadeh returns us to the management of operations in the focal firm, and specifically to the management of projects. Using data from a survey of project managers in Israel, they investigate the fit between project mangers and the projects that they manage. In work which draws on the more generic notions of person-organisation fit, they examine the links between dimensions of personality and dimensions by which projects may be classified, resulting in the finding that an appropriate fit between these will yield superior performance. The findings of the paper have implications for the selection of projects and project managers and suggest that taking the time to match the manager’s personality to the characteristics of the project will benefit all parties.

Our final paper, by Syntetos, Keyes and Babai, considers approaches to forecasting and stock control within global logistics networks for the management of spare parts. In earlier research by the same authors, options for forecasting, demand management and stock control for spare parts were simulated and assessed, resulting in the development of knowledge about the suitability of particular approaches in different contexts. Based on this, Synetos et al. took their knowledge to the European parts distribution centre of a major Japanese electronics manufacturer in order to examine the applicability of particular approaches in practice. The paper in this issue reports on their findings of the empirical testing of their ideas; emphasising again the importance for IJOPM of empirical research that not only makes a contribution to academic knowledge but also has implications for the practice of management.

Andrew Taylor and Margaret Taylor