Operations Management Christian Integration Paper. For this assignment, you will discuss how Christian principles can be applied to an operations management dilemma:
Operations Management Christian Integration Paper
For this assignment, you will discuss how Christian principles can be applied to an operations management dilemma:
First, begin by selecting one of the ethical dilemmas below from the text:
Managing Quality (Chapter 6)
Process Strategy (Chapter 7)
Layout Strategy (Chapter 9)
Supply Chain Management (Chapter 11)
Inventory Management (Chapter 12)
In a minimum of 1,500 words, discuss the following:
Briefly summarize the issue. Note that only a small portion of your paper’s content should be devoted to summarizing the issue.
Respond to the question(s) shown within your selected ethical dilemma (i.e., within the gold box). Please do not respond to the end-of-chapter Discussion Questions.
How can your selected dilemma be addressed from a Christian worldview? In other words, what guidance from a biblical perspective could be applied to understand and possibly resolve the dilemma? The following GCU website may be helpful: https://www.gcu.edu/about-gcu/christian-identity-and-heritage.php
In addition to addressing questions for item 3 above, you may also optionally frame the issue using ethical theories (utilitarianism, Kantian ethics, distributive justice, virtue ethics, and covenantal ethics). Note, however, that the questions in item 3 must still be addressed.
Your paper should have at least six external references (in additional to any biblical citations) to help frame the issue. Cite your references within the body of your paper. No Wikipedia references are allowed.
Submit your file in a Microsoft Word document. Ensure that your last name is in your file name.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion..
The impact of supply chain integration on performance: A contingency and configuration approach
Abstract: This study extends the developing body of literature on supply chain integration (SCI), which is the degree to which a manufacturer strategically collaborates with its supply chain partners and collaboratively manages intra- and inter-organizational processes, in order to achieve effective and efficient flows of products and services, information, money and decisions, to provide maximum value to the customer.
The previous research is inconsistent in its findings about the relationship between SCI and performance.
We attribute this inconsistency to incomplete definitions of SCI, in particular, the tendency to focus on customer and supplier integration only, excluding the important central link of internal integration.
We study the relationship between three dimensions of SCI, operational and business performance, from both a contingency and a configuration perspective. In applying the contingency approach, hierarchical regression was used to determine the impact of individual SCI dimensions (customer, supplier and internal integration) and their interactions on performance.
In the configuration approach, cluster analysis was used to develop patterns of SCI, which were analyzed in terms of SCI strength and balance. Analysis of variance was used to examine the relationship between SCI pattern and performance.
The findings of both the contingency and configuration approach indicated that SCI was related to both operational and business performance. Furthermore, the results indicated that internal and customer integration were more strongly related to improving performance than supplier integration.
Abstract: The partial least squares (PLS) approach to structural equation modeling (SEM) has been widely adopted in business research fields such as information systems, consumer behavior, and marketing. The use of PLS in the field of operations management is also growing.
However, questions still exist among some operations management researchers regarding whether and how PLS should be used. To address these questions, our study provides a practical guideline for using PLS and uses examples from the operations management literature to demonstrate how the specific points in this guideline can be applied.
In addition, our study reviews and summarizes the use of PLS in the recent operations management literature according to our guideline. The main contribution of this study is to present a practical guideline for evaluating and using PLS that is tailored to the operations management field.
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