ILP BIBLIOGRAPHY 2
Southern Composite Gas Company: Annotated Bibliography
Agbejule, A., & Lehtineva, L. (2022). The relationship between traditional and agile project
management and teamwork quality on project success.International Journal of
Organizational Analysis (2005),30(7), 124-136.>https://doi.org/10.1108/IJOA-02-2022-
3149
The study, which explores the relationship between traditional project management
(TPM), agile project management (APM), and teamwork quality, offers a crucial insight.
The researchers identified three typical project manager profiles: APM, TPM-leaning
agile hybrid, and APM-leaning hybrid. The study's key finding was that a TPM-leaning
hybrid demonstrated the highest project success and teamwork quality. The authors
recommend that>organizations adopt robust TPM methods to counter>weaknesses and
reduce risk while incorporating APM practices. This article is particularly pertinent to
operations management, providing a foundation for implementing project management. It
will also explore the project management methods used by SoComGas and propose a
hybrid method to enhance its current system.
Atasu, A., Corbett, C. J., Huang, X. (., & Toktay, L. B. (2020). Sustainable operations
management through the perspective of manufacturing & service operations
management.Manufacturing & Service Operations Management,22(1), 146-
157. https://doi.org/10.1287/msom.2019.0804
The authors of this article, which reviews twenty years of sustainable operations
management (SOM) research, stress the continuous process of integrating sustainability
into standard business practices. The studies were grouped into several key themes: social
responsibility, closed-loop supply chains (CLC), Low-carbon economy (LCE), and
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environmental management and performance (EMP). The authors discuss the research's
impact over the years within and beyond operations management. The study found that
research has increased over the years due to changes in social expectations to address
environmental and climate concerns. This ongoing process of integrating sustainability
into standard business practices is crucial to the growth of organizations. The article is
relevant to operations management because it illustrates how sustainability is becoming
an integral component. The information within this article will serve as a basis for
supporting the sustainability section of the paper.
Bilbao Ubillos, J., Camino-Beldarrain, V., Intxaurburu-Clemente, G., & Velasco-Balmaseda, E.
(2024). Industry 4.0, servitization, and reshoring: A systematic literature
review.European Research on Management and Business Economics,30(1), 1-
12.>https://doi.org/10.1016/j.iedeen.2023.100234
The study explores Industry 4.0 developments and how they make reshoring production
more realistic for organizations. Technological changes resulting from Industry 4.0 have
created opportunities for changing business models. The article introduces the concept of
servitization and digital servitization, which allow organizations to offer integrated
products and services. In addition to reshoring, the article discusses near-shoring.
Reshoring refers to relocating production or activities to the home country, while near
shoring relocates them to a location closer to the home country. The study concluded that
implementing Industry 4.0 technologies can minimize the increased cost of reshoring and
nearshoring activities. It was also concluded that reshoring and nearshoring could
significantly improve servitization, flexibility, and market response. The article relates to
operations management by illustrating the potential improvements in productivity by
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implementing Industry 4.0, reshoring, and nearshoring practices. The article will support
discussions on outsourcing and offshoring.
Cheng, M. P. S., Tang, C., Lo, C. K. Y., Yeung, A. C. L., & Lam, H. K. S. (2024). Return to the
United States: Impact of reshoring announcements and reshoring risks on market
valuation.Management Science,https://doi.org/10.1287/mnsc.2022.00599
The article discusses the challenges of offshoring and the increased popularity of
reshoring some critical operations and production. The COVID-19 pandemic revealed
weakness in the supply chain and the need to produce essential components and
ingredients for items like personal protective equipment, medications, and antibiotics
domestically. The study also researches factors that may impact the decisions to reshore
and its success. This article is relevant to operations management as it provides insight
into the potential challenges that can arise from implementing offshoring practices
recommended in lean and just-in-time theories. Although reshoring may increase
production costs, the primary purpose is to reduce supply chain risk or critical items. The
article will be used to give an opposing point of view on offshoring.
De Mast, J., Lameijer, B. A., Linderman, K., & Van de Ven, A. (2022). Exploring the process of
management system implementation: A case of Six Sigma.International Journal of
Operations & Production Management,42(13), 1-24.>https://doi.org/10.1108/IJOPM-09-
2020-0645
The article discusses Six Sigma implementation and an organization's learning
mechanisms. The study gathered data from an engineering firm implementing a Six
Sigma quality management system. The learning mechanisms the researchers identified
were persistent, adaptive, programmatic, and dialectical learning mechanisms. The
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researchers found that although much of the literature suggests that Six Sigma
implementation is straightforward, real-world application requires constant modification
and correction. Also, it was identified that the Six Sigma implementation was
interdependent on complimentary organizational practices and structures that were
initially thought to be dependent.
Farahbod, K., Shayo, C., & Varzandeh, J. (2022). Six Sigma and lean operations in cybersecurity
management.Journal of Business and Behavioral Sciences,34(1), 99-109.
The article discusses the potential of implementing Six Sigma principles in cybersecurity
to improve security and minimize concerns. Advances in operations and supply chains
through the adoption of technologies have>improved productivity and visibility but have
also created the potential for cyberattacks. The article concludes that cybersecurity
management in the contemporary environment requires the implementation of Six Sigma
practices to stay ahead of malicious actors and minimize the risk of supply chain and
operational interruptions. The article illustrated the importance of integrating
cybersecurity management into operational management. The article will support
recommendations for implementing lean practices in cybersecurity within the SCADA
and OT teams at SoComGas.
Farrukh, A., Mathrani, S., & Sajjad, A. (2023). An exploratory study of green‐lean‐six sigma
motivators for environmental sustainability: Managerial insights from a developed and
developing economy.Business Strategy and the Environment,32(8), 5187-
5210.>https://doi.org/10.1002/bse.3412
The article discusses the increase in adopting methods like green-lean-six-sigma (GLSS)
to manage their environmental impact and improve sustainability. Growing
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environmental concerns have fostered the development of management methods that
include sustainability with traditional management concerns. GLSS is the product of
combining Six Sigma with Lean and Sustainability theories. The study concluded that
GLSS can be successfully applied to various operations to reduce waste, emissions, and
waste. Also, GLSS creates a continuous improvement culture and improves
its>sustainability image. The article provides an additional viewpoint on implementing
sustainability efforts in operational management. The article will support the discussion
on sustainability as an alternative to the sustainability-balanced scorecard.
Hegazy, M., Hegazy, K., & Eldeeb, M. (2022). The balanced scorecard: Measures that drive
performance evaluation in auditing firms.Journal of Accounting, Auditing &
Finance,37(4), 902-927.>https://doi.org/10.1177/0148558X20962915
The authors discuss the development of the BSC framework>specific to auditing firms.
The BSC was developed using five measures: learning and growth, internal business,
clients, processes, finance, and audit-related perspectives of corporate ethics. The study
was conducted using a combination of surveys, descriptive analytics, and confirmatory
analysis. The goal of the new BSC was to improve the firm’s performance under
regulatory auditing standards. Because auditing firms observe performance rather than
the quality of outputs, the BSC was developed to address those key factors. The study
found that using the proposed SBC would improve performance and develop a better
understanding of performance drivers and strategies that could give them a competitive
advantage.
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Humphreys, K. A. (2023). The balanced scorecard: Do managers need a strategy map when
evaluating performance?Accounting and Finance (Parkville),63(4), 4357–
4373.>https://doi.org/10.1111/acfi.13097
The author explores whether including strategic information and maps can enhance
organizational managers' ability to utilize the BSC effectively. The effect of managerial
understanding of strategic causal relationships in measures is discussed. The author
identifies a bias when measuring performance with the BSC. Managers tend to give more
importance to performance metrics measured across divisions; this downplays measures
exclusive to individual divisions. Managers were given strategy maps and strategic
information to mitigate bias>in their performance evaluations. One of the most significant
findings of the research was that adding strategy maps can play an essential role in
enhancing strategic comprehension for better decision-making. The article is relevant to
operations management because it shows how managers can apply a tool like the BSC to
improve performance. This article will support the section on recommended changes in
the paper.
Ionel, S. (2024). Lean supply chain management.Jurnalul Economic,XXVII(88), 75-
85.>https://doi.org/10.24818/REJ/2024/88/07
The article discusses lean practices like Just-In-Time (JIT) and Total Quality
Management (TQM). Although initially developed for manufacturing operations, lean
practices can be used in several disciplines to streamline processes and improve
efficiency. The researchers argue that implementing lean practices is essential for an
organization’s long-term success and sustainability. Lean theories provide organizations
with robust and cost-effective solutions that improve productivity. The study found that
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lean supply chain practices contribute to a continuous improvement culture that drives
excellence and improves competitiveness and customer satisfaction. The article
illustrated the need for Lean practices and some challenges and successes when
implementing lean practices in an operational management system.
Jassem, S., Zakaria, Z., & Che Azmi, A. (2022). Sustainability balanced scorecard architecture
and environmental performance outcomes: A systematic review.International Journal of
Productivity and Performance Management,71(5), 1728-
1760.>https://doi.org/10.1108/IJPPM-12-2019-0582
The researchers discuss the sustainability balanced scorecard (SBSC) and how it relates
to environmental outcomes and performance. They found that SBSC is used in the main
configurations SBSC - 4 and SBSC - 5. The first configuration integrates sustainability
into the existing four components of the BSC. The second configuration measures
sustainability as a fifth standalone measurement. The SBSC was born out of a need to
satisfy stakeholders, governments, and public opinion. As people become more aware of
environmental challenges, more pressure is put on organizations to operate sustainably.
Many organizations are now giving sustainability as much importance as other measures,
as it can indicate long-term survival and growth. The article is relevant to operations
management because sustainability is integral to business. The article will support the
BSC and sustainability sections of the paper.
Mio, C., Costantini, A., & Panfilo, S. (2022). Performance measurement tools for sustainable
business: A systematic literature review on the sustainability balanced scorecard
use.Corporate Social-Responsibility and Environmental Management,29(2), 367-
384.>https://doi.org/10.1002/csr.2206
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The authors discuss sustainability, the SBSC, and how it evolved from the legacy BSC.
The SBSC was based on the traditional BSC but integrates additional components related
to sustainability like environmental, social, and governance (ESG). The study discusses
some of the determinants of implementing an SBSC, including sustainability strategy,
stakeholder influence, organizational culture, size, and structure. The authors found that
using an SBSC improves sustainability reporting, enhances stakeholder engagement,
addresses their concerns, and improves transparency. Studies also found that
organizations that use an SBSC tend to perform better in resource efficiency, cost
reduction, and social responsibility. The SBSC provides a broader view of
performance>and short-term financial>and long-term sustainability goals. The article is
relevant to operations management because it illustrates how the SBSC can help
organizations improve performance across several metrics. This article will be used to
support the sustainability and BSC sections of the paper.
Moreira, Tatiana da Costa Reis, Nascimento, Daniel Luiz de Mattos, Smirnova, Y., & Santos,
Ana Carla de Souza Gomes dos. (2024). Lean Six Sigma 4.0 methodology for optimizing
occupational exams in operations management.International Journal of Lean Six
Sigma,15(8), 93-119.>https://doi.org/10.1108/IJLSS-07-2023-0123
The article discusses Six Sigma principles: define, measure, analyze, improve, and
control (DMAIC). The authors propose a new Lean Six Sigma (LSS) framework named
LSS 4.0 to address the challenges of>high variability situations. Organizations must adapt
to dynamic markets, and many have adopted Industry 4.0 process improvement methods
and technologies. The study concluded that combining Industry 4.0 technology with Lean
Six Sigma tools and applying them in operations management can significantly improve
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metrics like waste reduction, rework rates, cost, and lead time. This article illustrates how
Six Sigma practices can improve operations management. The information will be used
to support recommendations made to SoComGas on the implementation of LSS practices.
Pennacchio, L. (2023). Reshoring and firm productivity.Regional Studies, Regional
Science,10(1), 489-495.>https://doi.org/10.1080/21681376.2023.2199054
The article discusses the organizational impact of reshoring production and activities. The
study analyzed European organizations that had previously offshored production and
activities. Although several factors can influence an organization’s decision to reshore
activities, geo-political tensions, armed conflicts, and the COVID-19 pandemic have
recently>created concerns in offshoring production and activities. The study concluded
that reshoring activities had a net positive effect on organizational productivity.
Organizations that had outsourced production to Asian countries saw a more significant
positive impact on productivity. The article is relevant to operations management because
it illustrates some of the challenges of outsourcing and offshoring activities
that>organizations have been doing for years. The article will support the
recommendation to reshore certain activities within SoComGas.
Tawse, A., & Tabesh, P. (2023). Thirty years with the balanced scorecard: What we have
learned.Business Horizons,66(1), 123-132.>https://doi.org/10.1016/j.bushor.2022.03.005
The authors discuss the history of the BSC as a strategic tool for managing and
implementing organizational strategies. The BSC is a critical framework for aligning
organizational activities with its vision and strategy by measuring performance beyond
legacy financial measures. The authors discuss the origin and evolution of the BSC, its
impact on business, its adaptability, and its future potential. The BSC has proven
ILP BIBLIOGRAPHY 11
adaptable to various types of organizations, contributing to its widespread adoption.
Government agencies, private companies, and non-profit organizations have globally
adopted the BSC. The BSC has also contributed to the strategic alignment across
organizations by linking objectives, goals, and key performance indicators. The article is
relevant to business operations because it provides a broad history of measures
organizations have taken over the years to>improve performance with the BSC. The
article will serve as a basis for explaining BSC and how it can benefit SoComGas.
