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PurposeThis paper aims to report on research into human resource management within an operations management environment; specifically, operational team‐work amongst health care workers in a hospital.Design/methodology/approachEight operational teams within a UK National Health Service hospital took part and the research used a combination of survey and group discussions.FindingsThe results show the construct of the team had little operational definition. Key factors identified as contributing to effective team‐working include: leadership; frequency of team meetings; a climate of trust and openness. There was limited evidence of truly multi‐disciplinary teams and of organisational support for team‐working.Research limitations/implicationsThe methodology applied was appropriate, generating data to facilitate discussion and draw specific conclusions therefrom. A perceived limitation is the single case approach; however, Remenyi et al. argue this can be enough to add to the body of knowledge. In terms of implications this paper demonstrates that team‐working is no panacea; as part of a bundle of good operations management practices it is associated with efficiency, effectiveness, and in this case improved patient care.Practical implicationsThe paper suggests a new input, process, output model of effective team‐working and identifies issues to be faced in adopting a strategy of developing an operational team‐based organisation.Originality/valueThe value of this paper is the conclusion that the importance of operational team‐working is as a paradigm for assessing how effectively individuals and groups work together, rather than as a specific organisational form with an optimal size.

PurposeThe purpose of this paper is to present an empirical case study which was undertaken to examine planning and change management within a UK National Health Service (NHS) multi‐site hospital.Design/methodology/approachA case study was undertaken within a UK‐based NHS hospital trust. Having reviewed the available literature, the research collated and analysed existing planning and change implementation within the hospital using multiple collection methods. This culminated in specific recommendations.FindingsIt was established that the following were all factors of influence: articulating change in the NHS; preparing for the 18‐week patient pathway; choose and book: managing patient demand; and payment by results: financial accountability at all levels. These were all high profile issues requiring specific and immediate attention, if the proposed plans and changes were to be implemented according to the objectives set.Research limitations/implicationsThe case study methodology applied was appropriate, generating data to facilitate discussion and to draw specific conclusions. A perceived limitation is the single case approach; however, Remenyi et al. argue that this can be enough to add to the body of knowledge.Practical implicationsFrom the research, a number of key influences were identified to have a significant impact on planning and managing change within the NHS. Specific recommendations are made.Originality/valueThe core contribution of the research adds to the body of knowledge about planning and the management of organisational change within healthcare.

Purpose– Research related to operations management (OM) in the sport industry is underdeveloped, despite sport being a continued context of study in other management disciplines. Most studies on the topic are conducted largely in isolation and not linked to the wider OM theory base. This paper aims to provide a comprehensive understanding of the few studies conducted and develop a detailed research agenda to encourage future research in this interesting, important and topical context.Design/methodology/approach– This paper uses a comprehensive systematic literature review methodology to synthesize the research on sport OM to date. Gaps within the literature are identified and avenues for future research to drive improved performance in multiple aspects of sport OM are suggested.Findings– Examination of the literature shows sports OM to be underdeveloped, with little cumulative learning between existing studies and weak linkages between sport and OM research. To develop the topic further there is a clear requirement for more theory-based research as well as more rigorous empirical testing. The sport industry has special characteristics that differentiate it from the overall service industry and call for targeted research.Practical implications– Sport today is a major business. The industry also contributes to individual health and well-being. This paper suggests several research directions designed to improve off-field performance in sport operations.Originality/value– This paper is the first to identify and synthesize the separate studies that have been conducted on OM in sport to date in order to provide a multifaceted research agenda aimed at developing both theoretical and managerial contributions within this important yet under researched area.

Organisational change, as a general topic, has been extensively researched since the 1950s, as evidenced by the proliferation of papers in the last five decades. As a research topic within operations management, it offers fascinating insights into the way manufacturing organisations function and adapt in reality. This paper evaluates what has worked, and what has not been effective, within a UK‐based manufacturing company, tracking multiple change initiatives over several years across two company sites. The core research focused on the implementation of change initiatives based on common constructs, such as planned change, as defined by management writers and consultants. From the research it emerged that a realistic interpretation of the change process had to take into account multiple and varied forces, such as: customers and suppliers; the economic environment; national and international legislation; the history of the organisation; etc. The research underpinning this paper enabled an identification of the specific influences on changes in the organisation and the way these interacted over time. A model of organisational change, developed from the research, is presented. The contribution of this paper lies mainly in deepening operations managers' understanding of organisational change. It also uncovers the underlying rationales that steer change initiatives (planned or emergent) and identifies the key influences on organisational change. It provides and renews the necessary vocabulary, allowing managers to understand better and act on the multiple dimensions of organisational change. Furthermore, the provision of key learning points through a number of management "guidelines", provides specific advice on how to effect sustainable change within organisations.