Article:Li, F, Nucciarelli, A, Roden, S et al.(1 more author) (2016) How smart cities transform operations models: a new research agenda for operations management in the digital economy. Production Planning and Control, 27 (6 ReuseUnless indicated otherwise, fulltext items are protected by copyright with all rights reserved. The copyright exception in section 29 of the Copyright, Designs and Patents Act 1988 allows the making of a single copy solely for the purpose of non-commercial research or private study within the limits of fair dealing. The publisher or other rights-holder may allow further reproduction and re-use of this version -refer to the White Rose Research Online record for this item. Where records identify the publisher as the copyright holder, users can verify any specific terms of use on the publisher's website. TakedownIf you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing eprints@whiterose.ac.uk including the URL of the record and the reason for the withdrawal request. How Smart Cities Transform Operations Models: A New Research Agenda for Operations Management in the Digital Economy AbstractThe notion of smart cities is growing in prominence in the digital economy. The integration of urban infrastructures with information and communication technologies (ICT), and the potentially increased transparency and predictability they offer, enables the development of new operations models across different sectors. Digitised infrastructures present new ways for public and private organisations to design and deliver products or services in a more customer-centric manner, particularly for those that require geographical proximity with consumers in the so-called O2O (online to offline) context. A framework is developed and used to analyse three case examples. These cases illustrate the emergence of new operations models and, demonstrates how smart cities are re-defining the characteristics of operations models around their scalability, analytical output and, connectivity. We also explore the feasibility, vulnerability and acceptability of each new operation. This paper contributes to our understanding of how smart cities can potentially transform operational models, and sets out a new research agenda for operations management in smart cities.

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Social capital theory has received increasing attention as a lens through which to examine supply chain relationships and the value creation process. Despite the growing application of social capital and its three dimensions, namely cognitive, structural and relational capital, to inter-organizational research, few studies in reality have taken a dyadic perspective. Using a paired sample of retailer-supplier relationships from Korean fast-moving consumer goods sector, we explore the configuration of social capital dimensions, and the impact on strategic and operational performance. The results suggest three clusters of relationships, which differ significantly on at least two of the dimensions of social capital. Furthermore, these clusters show considerable differences with respect to both operational and strategic performance, particularly at the lower levels of social capital. We also examine the impact of a disparity between the retailer and supplier with respect to different dimensions of social capital, henceforth called dissonance. Of the four clusters that emerge, interestingly, only dissonance on the cognitive dimension is related to lower operational and strategic relationship performance. In investigating the implications of dissonance for the retailer and supplier individually, our results suggest that performance differs based on the magnitude and direction of the dissonance. Our results show that consequences of having social capital or not are not necessarily the same for the retailer and the supplier.

Preventing the imitation of products and their underlying characteristics is a key source of competitive advantage. Isolating mechanisms, such as patents, brand name and speed to market, render an organisation's inventions imperfectly imitable by competitors, helping sustain the above-normal returns achieved from a new product innovation. A theoretical framework is developed whereby the characteristics of isolating mechanisms, namely causal ambiguity, asset stock effects and enforceability of property rights, are shown to be important determinants of appropriation effectiveness. Amultiple method research design, consisting of a survey of 238 large Australian organisations, and a further six case study organisations, is adopted. The results indicate that isolating mechanisms in the form of technological capabilities, market-based assets and knowledge protection positively moderate an organisation's returns from their innovation activities, while being first-to-market is found to negatively moderate the business returns achieved. Implications for managers in increasing the effectiveness of their appropriation regime, and future directions for research are proposed. R&D Management 42, 5, 2012.

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Purpose-We present a teaching tool (the Innovation Game) which aims to demonstrate the challenges of developing an effective innovation strategy in the context of new product development. The goal of the game is to enable participants to experience how strategic and operational choices made in relation to innovation strategy are interrelated and how these choices can impact on new product development success. Specifically we explore the impact of choices made in relation to capability accumulation, capacity management and product-portfolio management. Design/methodology/approach-After presenting the learning objectives for the game with the support of relevant literature, we describe the design of the game and the context in which it was played. We review feedback (learning outcomes) from formal reflective post-game sessions with participants. This feedback indicates that our learning objectives have been satisfied. Findings-Through experiential learning and reflective practice participants learn, for example, that: capabilities need to match the intended strategy; that investing in production capacity can be leveraged to aid negotiations with competitors, or it can be used as a bully tactic; and, that it sometimes is better to be an R&D 'follower' rather than a 'leader'. The participants also learn that the alignment of operational and strategic choices is necessary in order to leverage success in developing new products but that the actions and strategies of competitors has a direct impact also and need to be considered carefully. Research limitations/implications-The teaching tool adopts a participative game playing and reflective learning approach to introduce into class some of the real-life competitive dynamics of managing new product development and decision making normally confined to the boardroom. While we argue the game demonstrates the challenges of developing successful strategy, the game is set in a static context in which certain external contingencies are not accounted for. Originality/value-Demonstration of the importance of strategy to new product development is particularly difficult because of the longitudinal nature of product development and the tacit nature of the decision making process which often transpires long after projects are completed. We posit that the value of the Innovation Game is in reflecting on it as a practical, interactive tool which helps participants appreciate the challenges inherent in strategic and operational decision making related to innovation strategy and new product development success.

While supply chain resilience has been touched upon frequently, research remains (with the exception of often repeated anecdotal examples) relatively disparate on what disruptions actually are. This research aims to advance theoretical and managerial understandings around the management of supply chain disruptions. A two-stage researchprocess is used which focuses first on polling academic experts. This stage is followed by the extraction of insights from practitioners in the automotive, electronics and food industries. Our findings coalesce around: (1) the types of disruptions that respondents are most concerned about; (2) the associated strategies suggested to cope with disruptions; and, (3) how resilience can be measured. It is apparent that there are some areas where academics and practitioners agree and others where they agree to a lesser extent. Both sets of actors tend to agree on how resilience can be quantified, with recovery time the preferred indicator. However, there is a discrepancy around how resilience is achieved within the supply chain. Academics emphasise the importance of redundancy while practitioners refer more to flexibility. Also, they disagree around what constitutes 'key 2 disruptions': academics suggested high-profile events while practitioners are more concerned with day-to-day problems.

Supply chains withstand multiple tensions, and some of which are paradoxical. Radical product and process innovations bring such tensions to the forefront by disrupting supply chains. Using two illustrations, this article considers the paradoxical tension between change and stability in upstream supply chains, which becomes particularly salient after radical innovation. Furthermore, the article discusses why and how paradox theory can help firms understand and manage this pressing tension between stability and change. This article then presents future research opportunities for using paradox theory to investigate other persistent post‐innovation tensions in upstream supply chains. The aim of this article is to encourage new studies that develop responses to such paradoxical tensions, an area ripe for research.