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This paper describes case study research undertaken in six small manufacturing companies aimed at advancing the understanding of the manufacturing strategy formation process. Concepts and methods more commonly used in corporate strategy research are used to overcome the limited view of the manufacturing strategy process taken in existing operations management literature. The research concludes that manufacturing strategy is formed in a complex process involving a combination of deliberate and emergent actions and decisions. A unique set of internal and external contextual factors influences the manufacturing strategy process for each company. In particular, the interpretative processes of managers, individually and collectively, under the influence of individual managerial, cultural and political factors significantly affect the manufacturing strategy formation process.

Purpose -This paper seeks to take a historic perspective on performance measurement and management (PMM) within operations management (OM) across all sectors (manufacturing, service and public) in order to reflect on and undercover relevant lessons and issues about PMM in OM. Design/methodology/approach -Drawing from a range of documents and experts, three historic phases were identified which reflected changing aspects of PMM in OM from the early twentieth century until today. Findings -The analysis shows that most of PMM within OM derives from work study and productivity measurement within manufacturing during the industrial revolution. The general trend shows a movement away from performance measurement towards performance management. The paper illustrates how views of PMM have moved in three directions: the broadening of the unit of analysis; the deepening of performance measures; and the increasing range of performance measures.Research limitations/implications -The paper concludes by presenting four reflections and challenges including the fact that the drive for productivity still exists and there is a need to continue to develop measures across organisations which are also predictive. Finally, that lessons between private and public sectors regarding PMM are shared. Originality/value -The paper argues that in order to evaluate the movement in the three directions effectively it is necessary to differentiate between the terms performance measurement, performance reporting and performance management.

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Purpose: The paper reports from an exploratory study into how small businesses use Web 2.0 information and communication technologies (ICT) to work collaboratively with other small businesses. The study had two aims: to investigate the benefits available from the use of Web 2.0 in small business collaborations, and to characterize the different types of such online collaborations. Design/methodology/approach: The research uses a qualitative case study methodology based on semi-structured interviews with the owner-managers of twelve UK-based small companies in the business services sector, who are early adopters of Web 2.0 technologies. Findings: Benefits from the use of Web 2.0 are categorised as lifestyle benefits, internal operational efficiency, enhanced capability, external communications and enhanced service offerings. A 2x2 framework is developed to categorise small business collaborations using the dimensions of the basis for inter-organizational collaboration (control vs. cooperation) and the level of Web 2.0 ICT use (simple vs. sophisticated). Research limitations/implications:A small number of firms of similar size, sector and location were studied, which limits generalisability. Nonetheless, the results offer a pointer to the likely future use of Web 2.0 tools by other small businesses. Practical implications:The research provides evidence of the attraction and potential of Web 2.0 for collaborations between small businesses. Originality/value: The paper is one of the first to report on use of Web 2.0 ICT in collaborative working between small businesses. It will be of interest to those seeking a better understanding of the potential of Web 2.0 in the small business community.

This paper reviews the methodological options for the empirical investigation of the process of formation of operations strategy. A case study approach is likely to be the most favoured research strategy for this type of work. Five possible methodologies that might be used within such case studies (ethnography, interviews, strategy charting, questionnaires and documentation) are critically reviewed and assessed. The advantages and disadvantages of each, together with circumstances in which they might best be used, are identified. The paper especially focuses on the practical implications for researchers using each of these methodologies.

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Purpose -The purpose of this paper is to present a four-phase dynamic feedback model for supply partner selection in agile supply chains (ASCs). ASCs are commonly used as a response to increasingly dynamic markets. However, partner selection in ASCs is inherently more complex and difficult under conditions of uncertainty and ambiguity as supply chains form and re-form. Design/methodology/approach -The model draws on both quantitative and qualitative techniques, including the Dempster-Shafer and optimisation theories, radial basis function artificial neural networks (RBF-ANN), analytic network process-mixed integer multi-objective programming (ANP-MIMOP), Kraljic's supplier classification matrix and principles of continuous improvement. It incorporates modern computer programming techniques to overcome the information processing difficulties inherent in selecting from amongst large numbers of potential suppliers against multiple criteria in conditions of uncertainty. Findings -The model enables decision makers to make efficient and effective use of the vastly increased amount of data that is available in today's information-driven society and it offers a comprehensive, systematic and rigorous approach to a complex problem.Research limitations/implications -The model has two main drawbacks. First, practitioners may find it difficult to match supplier evaluation criteria with the strategic objectives for an ASC. Second, they may perceive the model to be too complex for use when speed is of the essence. Originality/value -The main contribution of this paper is that, for the first time, it draws together work from previous articles that have described each of the four stages of the model in detail to present a comprehensive overview of the model.