Global Operations Management
Book chapter, 2024

This chapter considers the factors that influence why companies and industries internationalise operations and use globalisation to pursue competitive operations strategies. It describes how, historically, industrialised economies have sought resources and exploited overseas markets and later offshored operations to optimise costs. It also explores why the concern has shifted towards resilience and sustainability in recognition of how natural events, as well as political and economic risks, can offset the benefits of globalising operations. The chapter examines how different forms of inter-firm relationship and ownership shape how global operations function, as well as considering how emerging country firms compete in entry markets. In this regard, digital technologies – and the transfer of technology and knowledge between developed and developing countries – is an important concern for transforming businesses. In the final section, we identify some ‘takeaway’ messages together with the implications for teaching and learning in operations management courses.

Technology transfer

Manufacturing networks and footprints

Global operations

International operations strategies

Risks in global operations

Author

David Bennett

Chalmers, Technology Management and Economics, Supply and Operations Management

Yang Cheng

Aalborg University

Arnoud De Meyer

Singapore Management University

Afonso Fleury

University of Sao Paulo (USP)

Handbook of Teaching and Learning in Operations Management

25-48
978-1-80220-193-2 (ISBN)

Subject Categories

Other Engineering and Technologies

Business Administration

Areas of Advance

Production

DOI

10.4337/9781802201949.00008

More information

Latest update

8/1/2024 5