Institutional Entrepreneurship, Service Innovation and Operation Management of Service-Oriented Government in China

Introduction

China is a first world country with a good economy, advanced technology and is production oriented. China has a high population which provides skilled labor for their industries. The research aims at assessing the service innovation, operation management and the level of institutional entrepreneurship in China. Operation management is concerned with the scheming and controlling of production processes as well as redesigning business operations during the manufacture of goods and services. Institutional entrepreneurship is more of re-engineering the business activities to come with an entirely different business (David & Sine, 2010). Finally, service innovation is changing the methods used by an organization to render service to its customers to add value.

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The researcher will look into the factors of production affecting the growth of institutions in China (Szabo, 2017). The researcher will also establish the reasons why China is one of the best service-oriented nations in the world. It is also important to note that the Chinese government has a high revenue which promotes the gross domestic product of their economy. Therefore, it is important to look into the key issues in the business industry that greatly affect the development of nations.

Research Questions

The researcher will be finding out:

• What role does institutional entrepreneurship play in the service-oriented government of China?
• What is the importance of service innovation to the service-oriented government of China?
• What role does operation management play in the growth and development of the service-oriented government of China?

Research Objective

The main objective of the research is to establish the institutional entrepreneurship, service innovation and operation management of the service-oriented government of China. The specific objectives include:

• To investigate the importance of operation management in the development of China's economy.
• To find out the importance of service innovation in businesses in China's economy.
• To establish the effect of institutional entrepreneurship in the growth and development of China's economy.

Problem Statement

The problem identified in the research is the effect of institutional entrepreneurship, service innovation and operation management of service-oriented government in China. Significantly, it is important to identify the various ways of implementing operation management to boost the service-oriented country (Fleury, Shi, Junior, Cordeiro & Fleury, 2015). China is well known for its mass production of products especially technology gadgets. However, business strategies are changing as new approaches towards marketing and operations are being modified to suit the needs of the consumer (Shi, 2012). Hence it is important for China to come up with operation management strategies for its industries that will keep their revenue generation high (Mahadevan, 2015).

Also, it is important for China to promote service innovation by improving the customer feedback mechanism (Du, Huang, Yeung & Jian, 2016). Implementation of technology on service delivery could boost the sales and revenue of the products manufactured in China. Furthermore, institutional entrepreneurship could also boost economic development in China (Fortwengel, & Jackson, 2016). China could restructure industries that are not generating income to cut losses in production.

Literature Review

Operations Management

Operation's management has been a strategy that has been applied in different markets to optimize on the resources. Operation management has been used to come up with designs for industries, controlling the processes involved throughout the production of goods and services. Production of goods and services has been in existence even before the industrial era. However the strategies for conducting operations management started in the early 20th century (Hitt, Xu, & Carnes, 2016). Market trends influenced institutions to come up with ways of improving production without incurring a lot of costs. In the late 17th century, the division of labor was used to increase efficiency by reducing the time used to manufacture goods and service. Division of labor was efficient compared to every worker manufacturing a good from the beginning to the end (Behara & BarCharts, 2014).

The trend of machinery went on to a point where companies started many companies to increase productivity. There was inefficiency in the process of increasing the number of machines since it was only applicable in mass production. A study was later conducted to improve the flaw in having too many plants, and it led the introduction of assembly plants. Assembly plants solved the issue of just-in-time delivery which impossible through mass production. Introduction of computers improved the process of operation management since data analysis was accurate. Technology advancement also led to the introduction of quality management systems which help in monitoring and improving firms operations (Liu, Ke, Wei, & Hua, 2015).

Service Innovation

China is among the most developed countries in the world since it has experienced consistent growth in the technological field. An emphasis on service innovation should be done to improve sales and production (Zhao, 2015). The top managers of different organizations have to make sure they practice service innovation, to allow them to remain at the top of the market. Service innovation allows the companies to have better, more efficient ways of managing the conflict that arises in offices. The more effective a conflict resolution method is, the more effective the organization will be, thus more profits for the company.

Institutional Entrepreneurship

Organizations have to encourage their employees to try and be entrepreneurs in the workplace as a way of increasing the profits and growth of a company. Providing the employees with the right type of motivation ensures the employees have a better chance of growing their skills and the company as well (Puffer, McCarthy & Boisot, 2010). Institutional entrepreneurship guarantees the companies in China of new methods of handling problems and developing the companies.

The Significance of the Study

The research will help China improve their production units, and by doing so, the economy will rocket. The study will help China implement study the market trends and make changes to their production chain (Li, Jian, Liu & Zhang, 2017). Through technology and analysis, China will be able to reduce the cost of production by adapting to operation management strategies. Service innovation will help China in improving customer relations while institutional entrepreneurship will help China restructure their businesses (Qureshi, Kistruck, & Bhatt, 2016).

Research Methodology

The researcher will use qualitative methods to show the importance of institutional entrepreneurship, service innovation and employment in China. The researcher will use observation and sampling to collect data for analysis. China is the study location for the research since the study covers its government (Flick, 2015). The targeted population is the ministry of trade, the stock exchange, and few company owners who will provide adequate information used in the research.

The researcher will use convenience sampling method since he is concerned with the country's production institutions (Flick, 2015). The researcher will interview and issue questionnaires to the sampled respondents as the tools to collect data. Therefore, the researcher will have to set dates with the sampled respondents for effective communication. The researcher will employ statistical analysis to examine the responses from the study. The data collected will help in answering the research questions established by the researcher. There are various ethical considerations that the researcher will put in place:

• The researcher will ensure the confidentiality of the data collected from the respondents (Flick, 2015).
• The researcher will also ensure that the respondents are aware of their participation in the research (Flick, 2015).
• The researcher will ensure participant of protection against malice and physical harm (Flick, 2015).
• The researcher will also ensure that data will not be fabricated in the findings and that he will be honest in his observation. (Flick, 2015).
• The researcher will also ensure that all works that are not his will be acknowledged and cited to avoid plagiarism (Flick, 2015).

References

Behara, R., & BarCharts, I. (2014). Operations Management. [Boca Raton, FL]: QuickStudy Reference Guides.

David, R. J., & Sine, W. D. (2010). Institutions and Entrepreneurship. Bingley: Emerald Group Publishing Limited.

Du, L., Huang, Q., Yeung, K., & Jian, Z. (2016). Improving Service Innovation Performance through the Big Data Management Closed Loop Competence in China Mobile. IJCSA, 13(1), 116-132.

Flick, U. (2015). Introducing research methodology: A beginner's guide to doing a research project. Sage.

Fleury, A., Shi, Y., Junior, S. F., Cordeiro, J. H. D., & Fleury, M. T. L. (2015). Developing an analytical framework for the study of emerging country multinationals' operations management. International Journal of Production Research, 53(18), 5418-5436.

Fortwengel, J., & Jackson, G. (2016). Legitimizing the apprenticeship practice in a distant environment: Institutional entrepreneurship through inter-organizational networks. Journal of World Business, 51(6), 895-909.

Hitt, M. A., Xu, K., & Carnes, C. M. (2016). Resource-based theory in operations management research. Journal of Operations Management, 41, 77-94.

Li, M., Jian, Z., Liu, Y., & Zhang, L. (2017). The facilitating factors of company's service innovation performance: empirical evidence from China multi-industries. International Journal of Services Operations and Informatics, 8(3), 231-245.

Liu, H., Ke, W., Wei, K. K., & Hua, Z. (2015). Influence of power and trust on the intention to adopt electronic supply chain management in China. International Journal of Production Research, 53(1), 70-87. https://doi.org/10.1080/00207543.2014.922711Mahadevan, B. (2015). Operations management: Theory and practice. Pearson Education India.

Puffer, S. M., McCarthy, D. J., & Boisot, M. (2010). Entrepreneurship in Russia and China: The impact of formal institutional voids. Entrepreneurship theory and practice, 34(3), 441-467.

Qureshi, I., Kistruck, G. M., & Bhatt, B. (2016). The enabling and constraining effects of social ties in the process of institutional entrepreneurship. Organization Studies, 37(3), 425-447.

Shi, Y. (2012). China's Reality and Global Vision: Management Research and Development in China. Singapore: World Scientific.

Szabo, K. (2017). Institutional entrepreneurship: Agents' ability and activity for building up new institutions by combining existing elements. Society and Economy, 39(3), 359-383.

Zhao, W. (2015, December). Service innovation development through China's new urbanization: An economic policy perspective. In Industrial Engineering and Engineering Management (IEEM), 2015 IEEE International Conference on (pp. 579-581). IEEE.