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  • 1. Alvizos, Emmanuel
    et al.
    Angelis, Jannis
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Servitized capital goods offerings: Why should the customer accept?2012In: Proceedings of the 4th World Conference Production and Operations Management, 2012Conference paper (Refereed)
  • 2. Alvizos, Emmanuel
    et al.
    Angelis, Jannis
    Warwick Business School.
    Towards a clarification of the servitization concept2010In: Proceedings of the 17th Annual European Operations Management Association Conference, 2010Conference paper (Refereed)
  • 3. Alvizos, Emmanuel
    et al.
    Angelis, Jannis
    Warwick Business School.
    What is servitization anyway?2010In: Proceedings of the 21th Annual Production and Operations Management Society Conference, 2010Conference paper (Refereed)
  • 4. Angelis, Jannis
    Customer responsive supply chains2009Report (Other (popular science, discussion, etc.))
  • 5.
    Angelis, Jannis
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Glöm jante – låt andras framgång inspirera1998Other (Other (popular science, discussion, etc.))
  • 6.
    Angelis, Jannis
    Warwick Business School.
    High performance work practices and product and service complexity2007In: Proceedings of the 57th Annual Labor and Employment Relations Association Conference, 2007Conference paper (Refereed)
  • 7.
    Angelis, Jannis
    University of Cambridge.
    Impact of change: Lean production implementation2004In: International Journal of Knowledge, Culture and Change Management, ISSN 1447-9524, E-ISSN 1447-9575, Vol. 4, p. 189-193Article in journal (Refereed)
    Abstract [en]

    This study explores the response of worker job stress to the implementation of lean production.

  • 8.
    Angelis, Jannis
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Lean and operational performance2005Report (Other academic)
  • 9.
    Angelis, Jannis
    University of Cambridge.
    Managerial betrayal: Justifying the punishment of Enron’s management2004In: Economica e Gestão, ISSN 1984-6606, Vol. 4, no 8, p. 15-24Article in journal (Refereed)
  • 10.
    Angelis, Jannis
    University of Cambridge.
    Operational strategy and HRM2004In: Proceedings of the Scandinavian Academy of Management Conference and International Federation of Scholarly Associations of Management 7th World Congress, 2004Conference paper (Refereed)
  • 11.
    Angelis, Jannis
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Operations strategy in an agile environment: a curriculum review2007Report (Other academic)
  • 12.
    Angelis, Jannis
    University of Oxford.
    Outsourcing and offshoring: The benefits and costs2004Report (Other academic)
  • 13.
    Angelis, Jannis
    University of Cambridge.
    Particular auto-industry lean production?2004In: Proceedings of the 11th Annual European Operations Management Association Conference, 2004Conference paper (Refereed)
  • 14.
    Angelis, Jannis
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Particularly poor automotive industry work conditions?Manuscript (preprint) (Other academic)
  • 15.
    Angelis, Jannis
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Strategic Management of Global Manufacturing Networks2015In: Production planning & control (Print), ISSN 0953-7287, E-ISSN 1366-5871, Vol. 26, no 13, p. 1162-1163Article, book review (Refereed)
  • 16.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Conti, Robert
    Cooper, Cary
    Gill, Colin
    Building a high commitment lean culture: The role of shop floor work practices2011In: International Journal of Manufacturing Technology and Management (IJMTM), ISSN 1368-2148, E-ISSN 1741-5195, Vol. 22, no 5, p. 569-586Article in journal (Refereed)
    Abstract [en]

    Purpose - The characteristics of successful lean operations make a committed workforcea necessity. However, there is an ongoing debate over whether lean characteristics inherently enhance or impede commitment. The purpose of this paper is to help settle the debate, as well as provide insights into the role specific work practices play. Design/methodology/approach - Based on responses from 1,391 workers at 21 leansites, the authors examined the relationship between the degree of lean implementation and worker commitment; as well as the commitment effects of 21 lean work practices. Findings - The paper examines relationships between worker commitment and leanproduction, sheds light on the lean commitment debate and provides guidance for designing lean systems that complement high-commitment work practices. Practical implications - The results will be of value to readers with interests in operations, human resources and high-performance work practices, as well as the management and implementation of lean and its associated practices. Originality/value - The study described in the paper is unique in that it establishes a statistically valid relationship between lean production and worker commitment and associated work practices. 

  • 17.
    Angelis, Jannis
    et al.
    Operations Management, Warwick Business School.
    Conti, Robert
    Cooper, Cary
    Gill, Colin
    Committed to lean: Employee and organisational commitment and its implications2006In: Proceedings of the 17th Annual Production and Operations Management Society Conference, 2006Conference paper (Refereed)
  • 18. Angelis, Jannis
    et al.
    Fernandes, Bruno
    Innovative lean: Specific practices and performance implications2006In: Proceedings of the International Production and Operations Management Society Conference, 2006Conference paper (Refereed)
  • 19.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Fernandes, Bruno
    Innovative lean: The role and impact of work practices2012In: International Journal of Lean Six Sigma, ISSN 2040-4166, E-ISSN 2040-4174, Vol. 3, no 1, p. 74-84Article in journal (Refereed)
    Abstract [en]

    Purpose – Innovation is a key source of competitiveness in the knowledge economy, and continuous improvement (CI) is a key element of such corporate pursuit. The purpose of this paper is to explore links to prevalent shop floor conditions which support or prohibit the effective realisation of CI. Lean is a globally competitive standard for product assembly of discreet parts. Successful Lean application is conditioned by an evolutionary problem-solving ability of the rank and file. This is in itself contingent on employee involvement in improvement programs and the implementation of appropriate practices. But the challenge of operating innovative Lean systems lacks statistically valid guidance.

    Design/methodology/approach – This empirical study is based on 294 worker responses from 12 manufacturing sites in four industry sectors.

    Findings – The study identifies particular practices that impact employee participation in improvement activities and their performance outcomes. Process suggestions are driven by a combination of difficult working conditions that the workers seek to improve and team-based work. However, for suggestions on product improvements, significant practices are worker favorable industrial relations and human resource practices.

    Research limitations/implications – To test work practices, work practice variables were measured with single items, trading lower measurement reliability for increased scope. Also, there is a moderate sample size, if addressed by selecting sites with a variety of practices.

    Practical implications – The results indicate that the main business benefit is in enhanced product quality through process, rather than product, improvements, suggesting that management should pursue worker involvement on continuous process improvements, and employ designated design teams for product improvements.

    Originality/value – The paper empirically identifies the relationship between particular work practices and product and process improvement in a Lean setting.

  • 20.
    Angelis, Jannis
    et al.
    Operations Management, Warwick Business School.
    Fernandes, Bruno
    Involvement and lean innovation: Practices and their performance implications2007In: Proceedings of the 18th Annual Production and Operations Management Society Conference, 2007Conference paper (Refereed)
  • 21.
    Angelis, Jannis
    et al.
    Univ Warwick.
    Fernandes, Bruno
    Lean practices for product and process improvement: Involvement and knowledge capture2007In: Advances in Production Management Systems, Boston: Springer , 2007, p. 347-354Conference paper (Refereed)
    Abstract [en]

    Innovation is key source of a company's competitiveness in the knowledge economy, and continuous improvement is a key element of such corporate pursuit. Lean production is a globally competitive standard for product assembly of discreet parts. Successful Lean application is conditioned by an evolutionary problem-solving ability of the rank and file. Such ability is in itself contingent on employee involvement in improvement programs and the implementation of appropriate practices. But the challenge of operating innovative Lean systems lacks statistically valid guidance. This empirical study is based on 294 worker responses from twelve manufacturing sites in four Brazilian industry sectors. It identifies particular practices that impact employee participation in change or improvement activities and their performance outcomes.

  • 22.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Johnson, Mark
    Cranfield School of Management.
    Lean and organisational fit: Ubundling implementation2010In: Proceedings of the 21th Annual Production and Operations Management Society Conference, 2010Conference paper (Refereed)
    Abstract [en]

    In the past quarter century there has been a focus on the benefits that Lean can provide to anorganization. Much of this work has focussed on the process and content of Lean with littlework that focuses on its implementation. This research is conceptual and theorizes about theimplementation of lean. It draws on organizational theory – mainly sociotechnical systems –to create a number of propositions for the implementation of Lean.

  • 23.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Att styra och leda äldreomsorg: Hur går det till och vad kan förbättras?2014Book (Other academic)
  • 24.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Management and control of production in public services2013In: Proceedings of the Uppsala Public Management Seminar, 2013Conference paper (Refereed)
  • 25.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Management practices in elderly care homes2014In: Proceedings of the European Public Choice Society Meeting, 2014Conference paper (Refereed)
  • 26.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Management practices in elderly care homes2013In: Proceedings of the Gothenburg Public Management Seminar, 2013Conference paper (Refereed)
  • 27.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Research Institute of Industrial Economics IFN.
    Merciful yet effective elderly care performance management practices2015In: Measuring Business Excellence, ISSN 1368-3047, E-ISSN 1758-8057, Vol. 19, no 1, p. 61-69Article in journal (Refereed)
    Abstract [en]

    Purpose – The study aims to compare management practices in private and publicly owned elderly care homes. The demands for cost-effective care combined with emphasis on client experience highlights the importance of appropriate management practices.

    Design/methodology/approach – The study utilises a survey of 500 homes covering management practices on monitoring, performance management and staff development. These are highly correlated, allowing for treating the practices both in aggregate and individually in the analysis. Additional questions capture information on site and management conditions.

    Findings – Management practices employed at the elderly care homes vary greatly, with high and low individual scores found in most homes. But private homes consistently score higher than public homes, especially when it comes to incentive practices. Also, elderly care homes of both ownership forms score at the top and bottom of each management practice. But looking at the average management score, there are fewer private homes that score really low and more private homes that score really high.

    Practical implications – The results identify given characteristics and maturity of the various management practices employed to plan and control operations in the elderly care homes and provides managerial and staff insights into their use.

    Originality/value – The application and impact of standard management practices has previously been limited in publicly funded services. Little is known about management practices in elderly care and whether the practices are associated with better performance.

  • 28.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Performance management practices and elderly care2014In: Proceedings of the Performance Management Conference, 2014Conference paper (Refereed)
  • 29.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Using management practices in welfare2014In: Proceedings of the European Operations Management Conference, 2014Conference paper (Refereed)
  • 30.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Glänngård, Anna
    Att styra och leda en vårdcentral: Hur går det till och vad kan förbättras?2015Book (Refereed)
  • 31.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jordahl, Henrik
    Glänngård, Anna
    Management quality in health care: A study of the use of management practices in primary care2016Article in journal (Refereed)
  • 32.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Machado, Carla
    Pinheiro de Lima, Edson
    da Costa, Sergio
    Mattiado, Robert
    Developing a maturity framework for sustainable operations management2017In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579Article in journal (Refereed)
  • 33.
    Angelis, Jannis
    et al.
    Warwick Business School, University of Warwick.
    Macintyre, Mairi
    Dahliwal, John
    Parry, Glenn
    Siraliova, Jelena
    Customer centred value creation2011In: Issues of Business and Law, ISSN 2029-1094, Vol. 3, p. 11-19Article in journal (Refereed)
    Abstract [en]

    This study explores approaches to management of value creation in complex systems and provides a basic method of determining to what extent a system is complex. In doing so it reviews approaches to value creation, the change from goods to services and implications for a business model and associated operational models. The study also examines the elements of value at the point of engagement. The concluding discussion highlights the importance of customer-centered rather than output-centered approaches to operational design and the implications which they have for both product and service offerings.

  • 34.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Macintyre, Mairi
    Parry, Glenn
    Discretion and complexity in customer focused environments2012In: European Management Journal, ISSN 0263-2373, E-ISSN 1873-5681, Vol. 30, no 5, p. 466-472Article in journal (Refereed)
    Abstract [en]

    Operations have traditionally focused on reductive analysis; transactional processes open to mass-customisation and standardisation. This study proposes that service complexity created by extensive ‘reasonable’ customer demand limits the ability to standardise and manage systems through mass-customisation. Beyond mass-customisation we propose management is by discretion. Discretion is difficult, if not impossible to codify, so operations are ‘managed’ via framework principles that also are difficult to replicate and provide a source of sustainable competitive advantage. The study furthers the servitisation discussion through a public sector services case.

  • 35.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Okwir, Simon
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Performance measurement system – art and science2017In: Proceedings of the Annual European Operations Management Conference, 2017Conference paper (Refereed)
  • 36.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Okwir, Simon
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Ginieis, Mauro
    Performance measurement systems and complexity2017In: International journal of management reviews (Print), ISSN 1460-8545, E-ISSN 1468-2370Article in journal (Refereed)
  • 37.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Parry, Glenn
    Macintyre, Mairi
    Discretion and complexity in customer focused environments2011In: Proceedings of the Service Alliance Complex Service Systems Conference, 2011Conference paper (Refereed)
  • 38.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Pinheiro de Lima, Edson
    Shifting from production to service to experienced-based operations2011In: Service Design and Delivery: Research and Innovations in the Service Economy / [ed] Perry, G., Macintyre, M. and Angelis, J., London: Springer London, 2011, p. 83-94Chapter in book (Refereed)
    Abstract [en]

    This chapter covers the shift in focus of value added business operations from ­production to services, and in turn, to experience-based operations where customer involvement itself becomes part of the offering. The shift has significant implications for how businesses are managed. The greater service focus affects the firm’s unique value proposition, which necessitates considerations on strategy, supplier relations, post-sale offerings and so on. Meanwhile, the inclusion of customer ­experiences affect the way operations are designed and employed so that these are structurally systematically captured and capitalised.

  • 39.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Pinheiro de Lima, Edson
    Siraliova, Jelena
    Servitised experiences: Business and management implications2010In: Issues of Business and Law, ISSN 2029-1094, Vol. 2, p. 1-11Article in journal (Refereed)
    Abstract [en]

    This study explores business and management implications of the increased emphasis placed on experiences in a servitised context. Customer experience becomes an integral part of the offering, which necessitates greater end-user access to the value chain and emphasises their involvement in the offering. The two research questions on such a servitisation trend and management implications are investigated conceptually, supported by industry examples. The results indicate that operations need to be designed with customer perception and experience in mind, with corresponding performance measures and management. The split between front- and back office becomes less distinct, with greater customer involvement throughout the supply chain and life cycles stages. Relevant components that impact the experiences must be incorporated deliberately and from the outset, and controlling for error through reduced discretion becomes a priority.

  • 40.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Siraliova, Jelena
    Cambridge Technology & Policy.
    Sector specificity and process impact2013In: Journal of International Business, Vol. 4, no 1, p. 43-52Article in journal (Refereed)
  • 41.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Stogsdill, Mattew
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Wadström, Pontus
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Risk considerations when developing performance measures2015In: Performance Management Conference, 2015Conference paper (Refereed)
  • 42.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Thompson, Mark
    Product and service complexity and high performance work practices in the aerospace industry2007In: Journal of Industrial Relations, ISSN 0022-1856, E-ISSN 1472-9296, Vol. 49, no 5, p. 775-781Article in journal (Refereed)
    Abstract [en]

    Offering products or services with high specification and complexity is often used as a competitive business strategy for organizations that cannot compete on cost. Theories on high performance work practices suggest that the combination of high employee involvement and aligned human resources and industrial relations allows firms to achieve higher performance. This study explores the adoption of such work practices in the UK aerospace industry. The results are based on responses from 225 firms across the value chain, ranging from service providers and systems integrators to component and material suppliers. The study identifies relevant work practices at each level of product and service complexity and discusses the varying needs firms have depending on their product offerings, and the implications on their work practices.

  • 43.
    Angelis, Jannis
    et al.
    University of Oxford.
    Thompson, Mark
    Product and service complexity and high performing aerospace organizations2005In: Proceedings of the 16th Annual Production and Operations Management Society Conference, 2005Conference paper (Refereed)
    Abstract [en]

    Offering products or services with high specification and complexity is often used as a competitive business strategy for organizations that cannot compete on cost. Theories on high performance work practices suggest that the combination of high employee involvement and aligned human resources and industrial relations allows firms to achieve higher performance. This study explores the adoption of such work practices in the UK aerospace industry. The results are based on responses from 225 firms across the value chain, ranging from service providers and systems integrators to component and material suppliers. The study identifies relevant work practices at each level of product and service complexity and discusses the varying needs firms have depending on their product offerings, and the implications on their work practices.

  • 44.
    Angelis, Jannis
    et al.
    University of Oxford.
    Thompson, Mark
    Taking the high road: Product specificity and high performance work organizations2005In: Proceedings of the Annual British Academy of Management Conference 2005, 2005Conference paper (Refereed)
  • 45.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Velanikov, Ivan
    Mairi, Macintyre
    McMahon, Michael
    Naybour, John
    Arkle, Sam
    Reverse servitisation2012In: Proceedings of the 5th European Operations Management Association Service Operations Management Forum, Cambridge, 2012Conference paper (Refereed)
  • 46.
    Angelis, Jannis
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Wadström, Pontus
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Translating corporate strategy into business models and performance measures2015In: Proceedings of the European Operations Management Conference, 2015Conference paper (Refereed)
  • 47.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Watt, Cameron
    Macintyre, Mairi
    Customer value and lean operations in self care2008In: Proceedings of the 19th Annual Production and Operations Management Society Conference, 2008Conference paper (Refereed)
  • 48.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Watt, Cameron
    Macintyre, Mairi
    Customer value and lean operations in self care2008In: Proceedings of the 15th Annual European Operations Management Association Conference, 2008Conference paper (Refereed)
  • 49.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Watt, Cameron
    Macintyre, Mairi
    Customer value and lean operations in self care2008In: Proceedings of the 3rd World Conference on Production and Operations Management, 2008Conference paper (Refereed)
  • 50.
    Angelis, Jannis
    et al.
    Warwick Business School.
    Watt, Cameron
    Macintyre, Mairi
    Information systems and the pursuit of patient value in the care chain2009In: Integrating Healthcare with Information and Communication Technology / [ed] Finnegan, D. and Currie, W., Oxford: Radcliffe Publishing, 2009, p. 255-266Chapter in book (Refereed)
123 1 - 50 of 137
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