Key publications
Maddern H, Smart PA, Maull RS, Childe S (2014). End-to-end process management: Implications for theory and practice.
Production Planning and Control,
25(16), 1303-1321.
Abstract:
End-to-end process management: Implications for theory and practice
© 2013 Taylor. &. Francis. The term end-to-end process management is now commonplace in the language and practice of operations. Managers are encouraged to migrate from functional process management to end-to-end process management to realise a range of performance improvements. However, these improvements are often elusive; the specific challenges associated with such a migration are under-researched. This paper uses a cross-sector study to identify the challenges of end-to-end process management and to generate practical managerial guidance. Three areas are identified that demand particular managerial attention: the need to move beyond process mapping, the role of IT in process management and maintaining the process infrastructure as a strategic asset. More significantly, the findings highlight the need for greater conceptual clarity regarding the end-to-end concept itself. The existing literature suggests that scope is the primary differentiator of the end-to-end process - the requirement to manage an extended boundary from customer order through to customer fulfilment. However, this research suggests that the end-to-end concept is more complex, comprising of three core constructs with seven dimensions: scope (boundary conditions, sequence/flow and controls); scale (resources and input/output transformation) and complexity (interrelationships and orientation). End-to-end process management involves much more than an extended boundary. It requires a systemic perspective and clarity regarding controls and transforming resources.
Abstract.
DOI.
Ponsignon F, Maull RS, Smart PA (2014). Four archetypes of process improvement: a Q-methodological study.
International Journal of Production Research,
52(15), 4507-4525.
Abstract:
Four archetypes of process improvement: a Q-methodological study
This paper explores the process improvement approaches of organisations. It seeks to identify process redesign principles and the combinations of these principles that are used successfully in industry. We use Q-methodology to explore the viewpoints of a range of highly experienced process experts about the success of 16 improvement practices. Q-methodology enables the examination of the similarities and differences in the success of the improvement principles used by organisations in order to inform archetypes of process improvement. Overall, our findings suggest that process improvement is determined through the application of two foundational principles combined with one of four archetypes. Remove non-value-adding tasks and re-sequence tasks are described as foundational principles of process improvement, whilst outsourcing needs to be approached with caution. Furthermore, we articulate four distinctive archetypes comprising unique configurations of improvement principles that can be used to redesign operational processes. Based on this evidence we propose a typology of process improvement. This work suggests that rather than adopting generic improvement frameworks, managers should consult the typology to determine the archetype in closest proximity to their specific requirements. This study has several limitations including the small number of items populating the concourse and the fact that implementation problems are not taken into account. © 2013 Taylor & Francis.
Abstract.
Full text.
DOI.
Behara RS, Babbar S, Smart PA (2014). Leadership in om research: a social network analysis of european researchers.
International Journal of Operations and Production Management,
34(12), 1537-1563.
Abstract:
Leadership in om research: a social network analysis of european researchers
© Emerald Group Publishing Limited. Purpose – the purpose of this paper is to examine the leadership role of authors, institutions, and countries based on research co-authorship networks in the field of operations management (OM) and ranks European authors, institutions, and countries using network centrality measures. It also identifies the primary research areas of each of the leading European authors and maps the areas that European research in general has focussed most on. Design/methodology/approach – Based on co-authorships in publications appearing in a representative set of three leading OM journals over the 15-year period of 1998-2012, network measures of total degree centrality and betweenness centrality are used to identify influential European agents serving as leaders and bridge builders in OM research. Keyword analysis is used to identify the dominant areas of OM research in Europe as well as the primary areas of research of the leading authors. Findings – with UK, Spain, the Netherlands, and Italy accounting for the dominant share of authorship of papers in the journal set, many authors and institutions from these countries are also found to rank high on network centrality measures. While certain authors, institutions, and countries are found ranking high on total degree centrality based on number of direct connections in the network, others are found to play uniquely important roles as gatekeepers and bridge builders in network relationships. The body of research is found to be focussed most on the area of supply chain management. It is also found to be focussed more on manufacturing than service. Research limitations/implications – the examination of networks in this study based on co-authorships in publications in the set of three leading journals: Journal of Operations Management, International Journal of Operations & Production Management, and Production and Operations Management, is not all encompassing as there are likely other co-authorship relationships of OM researchers that go beyond publications in this set of journals. Practical implications – Co-authorship of papers in the leading academic journals in a discipline provides a window on patterns of collaboration among key researchers within that academic community. The findings of this study inform the community of stakeholders on who the leading European agents in OM research are, what the primary areas of research of the leading European authors are, and areas that European research has focussed most on. Originality/value – This is the first study of its kind that identifies and maps key European authors, institutions, and countries based on the analysis of co-authorship networks of researchers who have published in a set of leading OM journals that are considered to be among the most relevant outlets in the field of OM. It also maps the primary areas of research.
Abstract.
DOI.
Ponsignon F, Smart P, Maull R (2011). Service delivery system design: characteristics and contingencies.
International Journal of Operations & Production Management,
31(3), 324-349.
Full text.
DOI.
Smart PA, Maddern H, Maull RS (2009). Understanding Business Process Management:
Implications for Theory and Practice.
British Journal of Management,
20(4), 491-507.
Full text.
Kumar V, Smart PA, Maddern H, Maull RS (2008). Alternative perspectives on service quality and customer satisfaction: the role of BPM. 10th International Research Symposium on Service Excellence in Management (QUIS 10). 14th - 17th Jun 2007.
Abstract:
Alternative perspectives on service quality and customer satisfaction: the role of BPM
Abstract.
DOI.
Publications by category
Journal articles
Maddern H, Smart PA, Maull RS (In Prep). Service supply chain management: a way forward. International Journal of Management Reviews
Ponsignon F, Smart PA (In Prep). The congruency of manufacturing research and practice: a service orientation view. International Journal of Production Economics
Contiero E, Ponsignon F, Smart P, Vinelli A (2016). Contingencies and characteristics of service recovery system design: insights from retail banking.
International Journal of Operations and Production Management Full text.
DOI.
Ponsignon F, Smart A, Williams M, Hall J (2015). Healthcare experience quality: an empirical exploration using content analysis techniques.
Journal of Service Management,
26(3), 460-485.
Abstract:
Healthcare experience quality: an empirical exploration using content analysis techniques
© Emerald Group Publishing Limited. Purpose – the purpose of this paper is to set out to explore how cancer patients and their carers perceive and evaluate the healthcare experience in order to develop and validate a classification framework for experience quality in healthcare. Design/methodology/approach – the empirical work is centred on the systematic analysis of 200 cancer patient stories published on an independent healthcare feedback web site. Using the critical incident method, the authors captured 1,351 experience quality data items. Three judges independently sorted and classified these data items. Findings – the authors identify and describe 22 main categories and 51 sub-categories that underlie the experience quality concept in healthcare and present them in a classification framework. The framework is informed through the categorisation of direct, indirect, and independent interactions. It also suggests a relationship between experience quality and satisfaction and loyalty behaviours. Research limitations/implications – This study provides researchers with a foundation for the further development and validation of a measurement scale for experience quality in healthcare. Practical implications – the framework assists managers and healthcare professionals with the definition, evaluation, and improvement of the quality of the experience of patients and their carers. Originality/value – the main contributions of this study lie in: first, a comprehensive classification framework for experience quality in healthcare; second, dimensions that extend existing health service quality models; third, dimensions that contextualise the generic concept of customer experience quality to healthcare.
Abstract.
DOI.
M’hammed S, Baudry D, Mustafee N, Louis A, smart, Godsiff, Mazari B (2015). Modelling and simulation of operation and maintenance strategy for offshore wind farms based on multiagent system.
Journal of Intelligent Manufacturing Full text.
Smart P, Alves K (2014). An interview with Dick Chase, Professor Emeritus, Marshall School of Business, University of Southern California.
International Journal of Operations & Production Management,
34(4).
DOI.
Maddern H, Smart PA, Maull RS, Childe S (2014). End-to-end process management: Implications for theory and practice.
Production Planning and Control,
25(16), 1303-1321.
Abstract:
End-to-end process management: Implications for theory and practice
© 2013 Taylor. &. Francis. The term end-to-end process management is now commonplace in the language and practice of operations. Managers are encouraged to migrate from functional process management to end-to-end process management to realise a range of performance improvements. However, these improvements are often elusive; the specific challenges associated with such a migration are under-researched. This paper uses a cross-sector study to identify the challenges of end-to-end process management and to generate practical managerial guidance. Three areas are identified that demand particular managerial attention: the need to move beyond process mapping, the role of IT in process management and maintaining the process infrastructure as a strategic asset. More significantly, the findings highlight the need for greater conceptual clarity regarding the end-to-end concept itself. The existing literature suggests that scope is the primary differentiator of the end-to-end process - the requirement to manage an extended boundary from customer order through to customer fulfilment. However, this research suggests that the end-to-end concept is more complex, comprising of three core constructs with seven dimensions: scope (boundary conditions, sequence/flow and controls); scale (resources and input/output transformation) and complexity (interrelationships and orientation). End-to-end process management involves much more than an extended boundary. It requires a systemic perspective and clarity regarding controls and transforming resources.
Abstract.
DOI.
Ponsignon F, Maull RS, Smart PA (2014). Four archetypes of process improvement: a Q-methodological study.
International Journal of Production Research,
52(15), 4507-4525.
Abstract:
Four archetypes of process improvement: a Q-methodological study
This paper explores the process improvement approaches of organisations. It seeks to identify process redesign principles and the combinations of these principles that are used successfully in industry. We use Q-methodology to explore the viewpoints of a range of highly experienced process experts about the success of 16 improvement practices. Q-methodology enables the examination of the similarities and differences in the success of the improvement principles used by organisations in order to inform archetypes of process improvement. Overall, our findings suggest that process improvement is determined through the application of two foundational principles combined with one of four archetypes. Remove non-value-adding tasks and re-sequence tasks are described as foundational principles of process improvement, whilst outsourcing needs to be approached with caution. Furthermore, we articulate four distinctive archetypes comprising unique configurations of improvement principles that can be used to redesign operational processes. Based on this evidence we propose a typology of process improvement. This work suggests that rather than adopting generic improvement frameworks, managers should consult the typology to determine the archetype in closest proximity to their specific requirements. This study has several limitations including the small number of items populating the concourse and the fact that implementation problems are not taken into account. © 2013 Taylor & Francis.
Abstract.
Full text.
DOI.
Behara RS, Babbar S, Smart PA (2014). Leadership in om research: a social network analysis of european researchers.
International Journal of Operations and Production Management,
34(12), 1537-1563.
Abstract:
Leadership in om research: a social network analysis of european researchers
© Emerald Group Publishing Limited. Purpose – the purpose of this paper is to examine the leadership role of authors, institutions, and countries based on research co-authorship networks in the field of operations management (OM) and ranks European authors, institutions, and countries using network centrality measures. It also identifies the primary research areas of each of the leading European authors and maps the areas that European research in general has focussed most on. Design/methodology/approach – Based on co-authorships in publications appearing in a representative set of three leading OM journals over the 15-year period of 1998-2012, network measures of total degree centrality and betweenness centrality are used to identify influential European agents serving as leaders and bridge builders in OM research. Keyword analysis is used to identify the dominant areas of OM research in Europe as well as the primary areas of research of the leading authors. Findings – with UK, Spain, the Netherlands, and Italy accounting for the dominant share of authorship of papers in the journal set, many authors and institutions from these countries are also found to rank high on network centrality measures. While certain authors, institutions, and countries are found ranking high on total degree centrality based on number of direct connections in the network, others are found to play uniquely important roles as gatekeepers and bridge builders in network relationships. The body of research is found to be focussed most on the area of supply chain management. It is also found to be focussed more on manufacturing than service. Research limitations/implications – the examination of networks in this study based on co-authorships in publications in the set of three leading journals: Journal of Operations Management, International Journal of Operations & Production Management, and Production and Operations Management, is not all encompassing as there are likely other co-authorship relationships of OM researchers that go beyond publications in this set of journals. Practical implications – Co-authorship of papers in the leading academic journals in a discipline provides a window on patterns of collaboration among key researchers within that academic community. The findings of this study inform the community of stakeholders on who the leading European agents in OM research are, what the primary areas of research of the leading European authors are, and areas that European research has focussed most on. Originality/value – This is the first study of its kind that identifies and maps key European authors, institutions, and countries based on the analysis of co-authorship networks of researchers who have published in a set of leading OM journals that are considered to be among the most relevant outlets in the field of OM. It also maps the primary areas of research.
Abstract.
DOI.
Maddern H, Maull RS, Smart PA (2012). Business Process Management: a cross sector evaluation. Production Planning and Control
Ponsignon F, Smart PA, Maull RS (2012). Process design principles in service firms: Universal or context dependent? a literature review and new research directions.
Total Quality Management & Business Excellence,
23(11-12), 1273-1296.
Full text.
DOI.
Ponsignon F, Smart P, Maull R (2011). Service delivery system design: characteristics and contingencies.
International Journal of Operations & Production Management,
31(3), 324-349.
Full text.
DOI.
Dermot Williams M, Smart A (2010). Patient safety: a casualty of target success?.
International Journal of Public Sector Management,
23(5), 416-430.
DOI.
Maull RS, Smart PA, Harris A, AAF K (2009). An evaluation of 'fast track' in A&E: a discrete event simulation approach.
The Service Industries Journal,
29(7), 923-941.
Abstract:
An evaluation of 'fast track' in A&E: a discrete event simulation approach
This longitudinal study provides primary evidence on the impact that a fast-track strategy in a hospital Emergency Department has on patient wait time. The study uses a discrete event simulation model to predict output within a variety of triage categories and compares these with post-implementation results. The results of the study indicate a significant reduction in patient wait time with 13.2% of the population waiting longer than 4 h prior to implementation compared with 1.4% post-implementation. However, while this fast-track strategy significantly improves service delivery to patients with minor conditions, service for patients with more acute conditions is not proportionately improved.
Abstract.
Full text.
DOI.
Maull RS, smart P, al-karasneh A, Harris A (2009). Simulating an Accident and Emergency department: Some General Conclusions. Service Industries Journal, 29(5).
Smart PA, Maddern H, Maull RS (2009). Understanding Business Process Management:
Implications for Theory and Practice.
British Journal of Management,
20(4), 491-507.
Full text.
batista L, smart A, Maull RS (2008). The systemic perspective of service processes: underlying theory, architecture and approach.
Production Planning and Control,
19(5), 535-544.
Full text.
Maddern H, Maull RS, Smart PA, Baker P (2007). Customer satisfaction and service quality in UK financial services.
International Journal of Operations & Production Management,
27(9-10), 998-1019.
Abstract:
Customer satisfaction and service quality in UK financial services
Purpose - the paper seeks to evaluate the drivers of customer satisfaction (CS), specifically exploring the impact of business process management (BPM) on service quality and CS.Design/methodology/approach - a longitudinal case study uses quantitative and qualitative data to test six propositions derived from current literature.Findings - Analysis confirms the role of staff satisfaction and service quality as key drivers of CS, suggested in the service profit chain, but proposes a more complex set of relationships. Technical service quality (TSQ) is found to play a critical role in determining CS and a strong causal link is found between TSQ and BPM.Research limitations/implications - Findings are based on a single case, in a fast-changing sector.Practical implications - Findings suggest that managers should focus on TSQ as a priority. End-to-end BPM is identified as a key enabler of TSQ.Originality/value - the research challenges the adequacy of the service profit chain and the emphasis on soft factors evident in much of the existing marketing and service operations literature. In examining the drivers of CS, this research offers an alternative perspective which places BPM at the centre of the debate.
Abstract.
DOI.
Maddern H, Maull RS, Smart A, Baker P (2007). Satisfaction and Service Quality in UK Financial Services. International Journal of Operations and Production Management, 27(9), 999-1019.
Maull R, Harris A, Al-Fatah Karasneh A (2007). The impact of a fast track strategy on patient waiting time within an emergency department: an approach using discrete event simulation. Service Industries Journal, 29(5).
Smart PA, Maull RS, Radnor Z, Childe S (2004). A Methodology for the Application of Business Processes in Small and Medium Sized Enterprises. Production Planning and Control, 15(1).
Childe SJ, Maull RS, Radnor ZJ, Smart PA (2004). Capitalizing on thematic initiatives: a framework for process-based change in SMEs.
Production Planning & Control,
15(1), 2-12.
DOI.
Smart PA, Housel T, Maull R, Radnor ZJ (2003). An approach for identifying value in business processes.
Journal of Knowledge Management,
7(4), 49-61.
DOI.
Lean, J. (2001). Improving Control Through Effective Performance Measurement in SMEs. Production Planning and Control, 12(8), 804-813.
Smart PA, Bourne M, Hudson M (2001). Theory and Practice in SME Performance Measurement Systems.
International Journal of Operations & Production Management,
21(8), 1096-1115.
DOI.
Smart PA, Maull RS, Childe SJ (1999). A reference model of 'operate' processes for process-based change.
International Journal of Computer Integrated Manufacturing,
12(6), 471-482.
Abstract:
A reference model of 'operate' processes for process-based change
This paper highlights the key issues which restrict the practical integration of business processes in manufacturing enterprises. The interest in integration among both practitioners and academics is evident from the research agendas and Improvement programmes which have emerged. It has become apparent, however, that there is fragmentation within the domain. Whilst practitioners have focused on business processes through their re-engineering programmes to improve enterprise efficiency, information system developers have emphasized the use of standard models to accelerate the speed of configuration and implementation of integrated systems for enterprises. For their part, researchers have concentrated their efforts on the development of conceptual frameworks which embody the key characteristics and dimensions relevant for enterprise integration.There is new a need to capitalize on these developments and to bridge the gap between the conceptual and practical requirements of integration. The development of a reference model, constructed using IDEF0 is described. The model is a partial model which can be particularized by practitioners to form a representation of their own enterprise.
Abstract.
Maull RS, Weaver AM, Childe SJ, Smart PA, Bennett J (1995). Current issues in Business Process Re-engineering in UK manufacturing companies. International Journal of Operations and Production Management
Chapters
Smart PA, Childe SJ, Maull RS (1999). Supporting business process re-engineering in industry: towards a methodology. In Gulladge R, Elzinga J (Eds.) Process Engineering: Advancing the State of the Art, Boston: Kluwer Academic Pub, 283-319.
Maull RS, Childe SJ, Mills JB, Smart PA (1998). The Role of CIM and Robotics in Enterprise Engineering. In Nof SY (Ed) Handbook of industrial robotics, Wiley, 495-508.
Conferences
Kumar V, Smart PA, Maddern H, Maull RS (2008). Alternative perspectives on service quality and customer satisfaction: the role of BPM. 10th International Research Symposium on Service Excellence in Management (QUIS 10). 14th - 17th Jun 2007.
Abstract:
Alternative perspectives on service quality and customer satisfaction: the role of BPM
Abstract.
DOI.
Childe SJ, Smart PA, Weaver AM (1997). The use of generic process models for process transformation.
Author URL.
Maull RS, Weaver AM, Childe SJ, Smart PA, Bennett J (1995). Current issues in business process re-engineering.
Author URL.
DOI.
Reports
Havard V, Sahnoun M, Mustafee N, Wienke A, Boulc’h D, Godsiff P, Smart P, Baudy D (2015). E-maintenance and augmented reality for off shore wind farms (Mer-innovate). Interreg.
Publications by year
In Prep
Maddern H, Smart PA, Maull RS (In Prep). Service supply chain management: a way forward. International Journal of Management Reviews
Ponsignon F, Smart PA (In Prep). The congruency of manufacturing research and practice: a service orientation view. International Journal of Production Economics
2016
Contiero E, Ponsignon F, Smart P, Vinelli A (2016). Contingencies and characteristics of service recovery system design: insights from retail banking.
International Journal of Operations and Production Management Full text.
DOI.
2015
Havard V, Sahnoun M, Mustafee N, Wienke A, Boulc’h D, Godsiff P, Smart P, Baudy D (2015). E-maintenance and augmented reality for off shore wind farms (Mer-innovate). Interreg.
Ponsignon F, Smart A, Williams M, Hall J (2015). Healthcare experience quality: an empirical exploration using content analysis techniques.
Journal of Service Management,
26(3), 460-485.
Abstract:
Healthcare experience quality: an empirical exploration using content analysis techniques
© Emerald Group Publishing Limited. Purpose – the purpose of this paper is to set out to explore how cancer patients and their carers perceive and evaluate the healthcare experience in order to develop and validate a classification framework for experience quality in healthcare. Design/methodology/approach – the empirical work is centred on the systematic analysis of 200 cancer patient stories published on an independent healthcare feedback web site. Using the critical incident method, the authors captured 1,351 experience quality data items. Three judges independently sorted and classified these data items. Findings – the authors identify and describe 22 main categories and 51 sub-categories that underlie the experience quality concept in healthcare and present them in a classification framework. The framework is informed through the categorisation of direct, indirect, and independent interactions. It also suggests a relationship between experience quality and satisfaction and loyalty behaviours. Research limitations/implications – This study provides researchers with a foundation for the further development and validation of a measurement scale for experience quality in healthcare. Practical implications – the framework assists managers and healthcare professionals with the definition, evaluation, and improvement of the quality of the experience of patients and their carers. Originality/value – the main contributions of this study lie in: first, a comprehensive classification framework for experience quality in healthcare; second, dimensions that extend existing health service quality models; third, dimensions that contextualise the generic concept of customer experience quality to healthcare.
Abstract.
DOI.
M’hammed S, Baudry D, Mustafee N, Louis A, smart, Godsiff, Mazari B (2015). Modelling and simulation of operation and maintenance strategy for offshore wind farms based on multiagent system.
Journal of Intelligent Manufacturing Full text.
2014
Smart P, Alves K (2014). An interview with Dick Chase, Professor Emeritus, Marshall School of Business, University of Southern California.
International Journal of Operations & Production Management,
34(4).
DOI.
Maddern H, Smart PA, Maull RS, Childe S (2014). End-to-end process management: Implications for theory and practice.
Production Planning and Control,
25(16), 1303-1321.
Abstract:
End-to-end process management: Implications for theory and practice
© 2013 Taylor. &. Francis. The term end-to-end process management is now commonplace in the language and practice of operations. Managers are encouraged to migrate from functional process management to end-to-end process management to realise a range of performance improvements. However, these improvements are often elusive; the specific challenges associated with such a migration are under-researched. This paper uses a cross-sector study to identify the challenges of end-to-end process management and to generate practical managerial guidance. Three areas are identified that demand particular managerial attention: the need to move beyond process mapping, the role of IT in process management and maintaining the process infrastructure as a strategic asset. More significantly, the findings highlight the need for greater conceptual clarity regarding the end-to-end concept itself. The existing literature suggests that scope is the primary differentiator of the end-to-end process - the requirement to manage an extended boundary from customer order through to customer fulfilment. However, this research suggests that the end-to-end concept is more complex, comprising of three core constructs with seven dimensions: scope (boundary conditions, sequence/flow and controls); scale (resources and input/output transformation) and complexity (interrelationships and orientation). End-to-end process management involves much more than an extended boundary. It requires a systemic perspective and clarity regarding controls and transforming resources.
Abstract.
DOI.
Ponsignon F, Maull RS, Smart PA (2014). Four archetypes of process improvement: a Q-methodological study.
International Journal of Production Research,
52(15), 4507-4525.
Abstract:
Four archetypes of process improvement: a Q-methodological study
This paper explores the process improvement approaches of organisations. It seeks to identify process redesign principles and the combinations of these principles that are used successfully in industry. We use Q-methodology to explore the viewpoints of a range of highly experienced process experts about the success of 16 improvement practices. Q-methodology enables the examination of the similarities and differences in the success of the improvement principles used by organisations in order to inform archetypes of process improvement. Overall, our findings suggest that process improvement is determined through the application of two foundational principles combined with one of four archetypes. Remove non-value-adding tasks and re-sequence tasks are described as foundational principles of process improvement, whilst outsourcing needs to be approached with caution. Furthermore, we articulate four distinctive archetypes comprising unique configurations of improvement principles that can be used to redesign operational processes. Based on this evidence we propose a typology of process improvement. This work suggests that rather than adopting generic improvement frameworks, managers should consult the typology to determine the archetype in closest proximity to their specific requirements. This study has several limitations including the small number of items populating the concourse and the fact that implementation problems are not taken into account. © 2013 Taylor & Francis.
Abstract.
Full text.
DOI.
Behara RS, Babbar S, Smart PA (2014). Leadership in om research: a social network analysis of european researchers.
International Journal of Operations and Production Management,
34(12), 1537-1563.
Abstract:
Leadership in om research: a social network analysis of european researchers
© Emerald Group Publishing Limited. Purpose – the purpose of this paper is to examine the leadership role of authors, institutions, and countries based on research co-authorship networks in the field of operations management (OM) and ranks European authors, institutions, and countries using network centrality measures. It also identifies the primary research areas of each of the leading European authors and maps the areas that European research in general has focussed most on. Design/methodology/approach – Based on co-authorships in publications appearing in a representative set of three leading OM journals over the 15-year period of 1998-2012, network measures of total degree centrality and betweenness centrality are used to identify influential European agents serving as leaders and bridge builders in OM research. Keyword analysis is used to identify the dominant areas of OM research in Europe as well as the primary areas of research of the leading authors. Findings – with UK, Spain, the Netherlands, and Italy accounting for the dominant share of authorship of papers in the journal set, many authors and institutions from these countries are also found to rank high on network centrality measures. While certain authors, institutions, and countries are found ranking high on total degree centrality based on number of direct connections in the network, others are found to play uniquely important roles as gatekeepers and bridge builders in network relationships. The body of research is found to be focussed most on the area of supply chain management. It is also found to be focussed more on manufacturing than service. Research limitations/implications – the examination of networks in this study based on co-authorships in publications in the set of three leading journals: Journal of Operations Management, International Journal of Operations & Production Management, and Production and Operations Management, is not all encompassing as there are likely other co-authorship relationships of OM researchers that go beyond publications in this set of journals. Practical implications – Co-authorship of papers in the leading academic journals in a discipline provides a window on patterns of collaboration among key researchers within that academic community. The findings of this study inform the community of stakeholders on who the leading European agents in OM research are, what the primary areas of research of the leading European authors are, and areas that European research has focussed most on. Originality/value – This is the first study of its kind that identifies and maps key European authors, institutions, and countries based on the analysis of co-authorship networks of researchers who have published in a set of leading OM journals that are considered to be among the most relevant outlets in the field of OM. It also maps the primary areas of research.
Abstract.
DOI.
2012
Maddern H, Maull RS, Smart PA (2012). Business Process Management: a cross sector evaluation. Production Planning and Control
Ponsignon F, Smart PA, Maull RS (2012). Process design principles in service firms: Universal or context dependent? a literature review and new research directions.
Total Quality Management & Business Excellence,
23(11-12), 1273-1296.
Full text.
DOI.
2011
Ponsignon F, Smart P, Maull R (2011). Service delivery system design: characteristics and contingencies.
International Journal of Operations & Production Management,
31(3), 324-349.
Full text.
DOI.
2010
Dermot Williams M, Smart A (2010). Patient safety: a casualty of target success?.
International Journal of Public Sector Management,
23(5), 416-430.
DOI.
2009
Maull RS, Smart PA, Harris A, AAF K (2009). An evaluation of 'fast track' in A&E: a discrete event simulation approach.
The Service Industries Journal,
29(7), 923-941.
Abstract:
An evaluation of 'fast track' in A&E: a discrete event simulation approach
This longitudinal study provides primary evidence on the impact that a fast-track strategy in a hospital Emergency Department has on patient wait time. The study uses a discrete event simulation model to predict output within a variety of triage categories and compares these with post-implementation results. The results of the study indicate a significant reduction in patient wait time with 13.2% of the population waiting longer than 4 h prior to implementation compared with 1.4% post-implementation. However, while this fast-track strategy significantly improves service delivery to patients with minor conditions, service for patients with more acute conditions is not proportionately improved.
Abstract.
Full text.
DOI.
Maull RS, smart P, al-karasneh A, Harris A (2009). Simulating an Accident and Emergency department: Some General Conclusions. Service Industries Journal, 29(5).
Smart PA, Maddern H, Maull RS (2009). Understanding Business Process Management:
Implications for Theory and Practice.
British Journal of Management,
20(4), 491-507.
Full text.
2008
Kumar V, Smart PA, Maddern H, Maull RS (2008). Alternative perspectives on service quality and customer satisfaction: the role of BPM. 10th International Research Symposium on Service Excellence in Management (QUIS 10). 14th - 17th Jun 2007.
Abstract:
Alternative perspectives on service quality and customer satisfaction: the role of BPM
Abstract.
DOI.
batista L, smart A, Maull RS (2008). The systemic perspective of service processes: underlying theory, architecture and approach.
Production Planning and Control,
19(5), 535-544.
Full text.
2007
Maddern H, Maull RS, Smart PA, Baker P (2007). Customer satisfaction and service quality in UK financial services.
International Journal of Operations & Production Management,
27(9-10), 998-1019.
Abstract:
Customer satisfaction and service quality in UK financial services
Purpose - the paper seeks to evaluate the drivers of customer satisfaction (CS), specifically exploring the impact of business process management (BPM) on service quality and CS.Design/methodology/approach - a longitudinal case study uses quantitative and qualitative data to test six propositions derived from current literature.Findings - Analysis confirms the role of staff satisfaction and service quality as key drivers of CS, suggested in the service profit chain, but proposes a more complex set of relationships. Technical service quality (TSQ) is found to play a critical role in determining CS and a strong causal link is found between TSQ and BPM.Research limitations/implications - Findings are based on a single case, in a fast-changing sector.Practical implications - Findings suggest that managers should focus on TSQ as a priority. End-to-end BPM is identified as a key enabler of TSQ.Originality/value - the research challenges the adequacy of the service profit chain and the emphasis on soft factors evident in much of the existing marketing and service operations literature. In examining the drivers of CS, this research offers an alternative perspective which places BPM at the centre of the debate.
Abstract.
DOI.
Maddern H, Maull RS, Smart A, Baker P (2007). Satisfaction and Service Quality in UK Financial Services. International Journal of Operations and Production Management, 27(9), 999-1019.
Maull R, Harris A, Al-Fatah Karasneh A (2007). The impact of a fast track strategy on patient waiting time within an emergency department: an approach using discrete event simulation. Service Industries Journal, 29(5).
2004
Smart PA, Maull RS, Radnor Z, Childe S (2004). A Methodology for the Application of Business Processes in Small and Medium Sized Enterprises. Production Planning and Control, 15(1).
Childe SJ, Maull RS, Radnor ZJ, Smart PA (2004). Capitalizing on thematic initiatives: a framework for process-based change in SMEs.
Production Planning & Control,
15(1), 2-12.
DOI.
2003
Smart PA, Housel T, Maull R, Radnor ZJ (2003). An approach for identifying value in business processes.
Journal of Knowledge Management,
7(4), 49-61.
DOI.
2001
Lean, J. (2001). Improving Control Through Effective Performance Measurement in SMEs. Production Planning and Control, 12(8), 804-813.
Smart PA, Bourne M, Hudson M (2001). Theory and Practice in SME Performance Measurement Systems.
International Journal of Operations & Production Management,
21(8), 1096-1115.
DOI.
1999
Smart PA, Maull RS, Childe SJ (1999). A reference model of 'operate' processes for process-based change.
International Journal of Computer Integrated Manufacturing,
12(6), 471-482.
Abstract:
A reference model of 'operate' processes for process-based change
This paper highlights the key issues which restrict the practical integration of business processes in manufacturing enterprises. The interest in integration among both practitioners and academics is evident from the research agendas and Improvement programmes which have emerged. It has become apparent, however, that there is fragmentation within the domain. Whilst practitioners have focused on business processes through their re-engineering programmes to improve enterprise efficiency, information system developers have emphasized the use of standard models to accelerate the speed of configuration and implementation of integrated systems for enterprises. For their part, researchers have concentrated their efforts on the development of conceptual frameworks which embody the key characteristics and dimensions relevant for enterprise integration.There is new a need to capitalize on these developments and to bridge the gap between the conceptual and practical requirements of integration. The development of a reference model, constructed using IDEF0 is described. The model is a partial model which can be particularized by practitioners to form a representation of their own enterprise.
Abstract.
Smart PA, Childe SJ, Maull RS (1999). Supporting business process re-engineering in industry: towards a methodology. In Gulladge R, Elzinga J (Eds.) Process Engineering: Advancing the State of the Art, Boston: Kluwer Academic Pub, 283-319.
1998
Maull RS, Childe SJ, Mills JB, Smart PA (1998). The Role of CIM and Robotics in Enterprise Engineering. In Nof SY (Ed) Handbook of industrial robotics, Wiley, 495-508.
1997
Childe SJ, Smart PA, Weaver AM (1997). The use of generic process models for process transformation.
Author URL.
1995
Maull RS, Weaver AM, Childe SJ, Smart PA, Bennett J (1995). Current issues in Business Process Re-engineering in UK manufacturing companies. International Journal of Operations and Production Management
Maull RS, Weaver AM, Childe SJ, Smart PA, Bennett J (1995). Current issues in business process re-engineering.
Author URL.
DOI.
