Impact of Operations Service Management in International Trade Business

Acknowledgments ................................................................................................................................ iii Table of Contents .................................................................................................................................. iv List of tables ......................................................................................................................................... vi Chapter 1: Introduction .......................................................................................................................... 1 1.1 Objectives ........................................................................................................................................ 3 1.2 Research Question ........................................................................................................................... 4 Chapter 2: Literature Review ................................................................................................................. 4 2.1 Concepts of Operations and Service Management ......................................................................... 4 2.1.1 Operations Management Practices ..................................................................................... 4 2.1.2 Total Productive Maintenance ........................................................................................... 6 2.2 Impacts of operation and service management on international trade business ............................. 8 2.3 Relationship between international trade and operations and service management ..................... 11 2.4 Impacts of operation and service management on international trade business ........................... 14 2.5 Significance of service and operation management in multinational corporations ...................... 17 2.6 International Trade Theory ............................................................................................................ 20 2.7 Conclusion ..................................................................................................................................... 22 Chapter 3: Research Methods .............................................................................................................. 22 3.1 Introduction ................................................................................................................................... 22 3.2 Research Design ............................................................................................................................ 23 3.3 Data Collection Methods ............................................................................................................... 24 3.3.1 Primary Data .................................................................................................................... 24 3.3.2 Secondary Data ................................................................................................................ 25 3.4 Sampling Design ........................................................................................................................... 25 3.5 Data Analysis ................................................................................................................................ 27 3.5.1 Data Verification .............................................................................................................. 28 3.6 Ethical Risks .................................................................................................................................. 30 Chapter 4: Results Analysis ................................................................................................................. 32 4.1 Demographic Description ............................................................................................................. 32 4.2 Data Analysis ................................................................................................................................ 33 4.2.1 Factor Analysis ................................................................................................................ 33 4.2.2 Bivariate Corrections ....................................................................................................... 35 4.2.3 Multiple Regression Analysis (MRA) ............................................................................. 36 Chapter 5: Discussion .......................................................................................................................... 40 Chapter 6: Conclusion ......................................................................................................................... 52 Chapter 7: References .......................................................................................................................... 54 iii

Chapter 1: Introduction The drive for a competitive edge, pressure to increase sales turnover, and the growing need for lowering operational costs throughout the product lifecycle have significantly affected companies and how they function. Fatehi and Choi (2019) noted that industry specialists need to comprehend the strategies and laws required to support international business, develop a foreign clientele, and finally manage the business's intercontinental activities if they are to increase competition in the global marketplace. Many industry players have theorized why and how companies’ firms carry out their operations in overseas markets. They assess several decision-making factors to determine which ones produce the best company results. The majority of these criteria place a strong emphasis on how the company's operations will affect the environment (Sharma et al., 2020). Others emphasize the significance of the weighty internal corporate considerations. Today, for business organizations to participate in the process of globalization, they must govern the management of operation services to international companies, offering more success, bolstering their brand, and generating profits all at once (Sharma et al., 2020). This indicates that a company may make money while adhering to ethical standards and social responsibility in the context of global commerce. The drive for a competitive edge, pressure to increase sales turnover, and the growing need for lowering operational costs throughout the product lifecycle have significantly affected companies and how they function. Fatehi and Choi (2019) noted that industry specialists need to comprehend the strategies and laws required to support international business, develop a foreign clientele, and finally manage the business's intercontinental activities if they are to increase competition in the global marketplace. Many industry players have theorized why and how companies’ firms carry out their operations in overseas markets. They assess several decision-making factors to determine which ones produce the best company results. The majority of these criteria place a strong emphasis on how the 1

This shows that one of the most important aspects that might affect a multinational company's operations division is located. Dickmann (2021) observed that an international company's success heavily depends not only on the incorporation of management and arrangement decisions but also on the integration of strategic international business features with plans for operation and services management. Sharma et al. (2020) noted that knowing how global location decisions ought to be connected to operational strategy. That is, the internationalization strategy will have an effect on and be linked to the management of the operation services, notably in terms of operational choices. 1.1 Objectives The primary goal of this research is to examine how operations service management affects the world of international trade. The fundamental assumption is that there is a connection between operation services management and outcomes of international trade business. As a result, its effectiveness and professionalism are essential for the growth of the international business (Sharma et al., 2020). Operations management plays a significant part in the process of approaching an international commerce connection. The thesis also evaluated research on worldwide operations, as well as an assessment of some of their characteristics, a look at the different strategies employed by businesses to conduct business globally, and a survey of the relevant literature, which are other key topics of the thesis. 1.2 Research Question Taking into consideration the described research objectives, this thesis addresses the following research questions: 1. What are the concepts of operations and service management and can they be implemented? 2. Is there a relationship between international trade and operations and service management? 4

influence actual business practices, this standard goes beyond the ISO 9000 requirements. Adamonien (2018) stressed the significance of concentrating on the fundamental presuppositions that support more overt forms of value administration. Six Sigma is a data- driven approach to manufacturing process improvement. A useful indicator of how well an assembly process complies with quality requirements is how frequently defective items end up in the hands of customers. A six-sigma process, according to Fitriaty (2019), is one in which 99.99966 percent of the output is certain to be defect-free. Using Six Sigma increases production and profits, which enhances executive performance. 2.1.2 Total Productive Maintenance Total productive maintenance (TPM) is an operational strategy that aims to utilize all skills available in the organization to maintain operational efficiency. The strategy recognizes that every employee and internal stakeholder can meaningfully contribute towards maintaining the operations of an organization rather than leaving the function to the maintenance teams within the organization. TPM aims at entrenching the maintenance aspect of operational management in daily and routine business practices. A sound TPM framework begins with defining organizational goals. The goal may entail limiting machine downtime or increasing the rate of output per machine hour. Organizations may also set the overall production costs or efficiency as TPM goals. The operators (who own the assets of the organization) take responsibility for the maintenance processes but incorporate other stakeholders in ensuring its success. Other crucial players in the TPM framework are the managers and technicians (Mbolonzi, 2016). These stakeholders should train operators and equip them with the skills and capacity to operate business processes and machines. Similar to operators, technicians and managers take responsibility for the outcomes because they affect the key performance indicators. Several benefits emerge from the adoption and application of TPM. When several people keep an eye on the changes in the operational performance of machines and processes, fewer breakdowns are likely to occur. Teams and individuals will readily notice adverse 7

development. In such a small nation that doesn't engage in any international trade, there is little room for significant investments in cutting-edge machinery. The market also determines the rate and degree of specialization. If a tiny, developing nation participates in international trade, there is hope for development and modernization even if old manufacturing techniques are still applied. It's important to note that 31 of the world's impoverished nations, all of which have populations under 15 million, are found in Africa. The vast bulk of the locally produced items in these countries will be unprofitable if they do not have access to international trade and export markets. Economists are aware of the potential growth brought on by lowering trade barriers. Resources will continue to become superfluous in industries with low comparative advantage, notwithstanding the possibility of a negative intermediate effect from international trade; shifting them to areas with high comparative advantage, as demonstrated by the J curve-type reaction, spurs economic growth. Numerous strategies, including technology diffusion and innovation, can lead to long-term growth advantages, but only if productivity factors are improved. However, a nation's ability to adopt new technology is heavily influenced by its institutional structures, human resources, research and development, and governance systems. They are adopted at varying rates depending on the nation. Therefore, if poor countries lack the necessary human capital, a strong financial system, strong research and development, and high-quality bureaucracy, they may not be resilient enough to fully benefit from the technological transfer. Theoretical analysis and the actual results are debatable. According to empirical studies, when trade restrictions are unduly tight, economic progress is impeded because scarce resources are taken away from the most productive industries and effective companies. Obobisa et al. (2018), for example, employed threshold regression techniques and crisis indicators to identify the crucial crisis values and the disparate post-liberalization growth impacts in crisis and non-crisis regimes. Their analysis demonstrated that an economic crisis during the liberalization era has a cascading effect on the growth that follows, and that this 10

(2019), customers may feel confused and struggle to manage their impressions of a service if they encounter too much novelty and unexpectedness in their interactions with it. In the airline industry, for instance, Kumar-Kinney & Vegelj illustrate the effect that inconsistent processes have on customer dissatisfaction (2017). Their study shows that for top performers, process-related quality consistency is equally as important in understanding customer complaints as overall quality level. For underachievers, this effect has not been demonstrated. Financial firms have made significant investments in Six Sigma with the aim of reducing costs and boosting profitability, including Citigroup, Genworth, and Bank of America, to mention a few (Biolos, 2002). Three studies have recently examined the practical difficulties of managing client unpredictability. According to Ghatak (2018), when it comes to traditional means of providing this service, there has always been a clear choice between high cost and outstanding service quality or low cost and low quality. Frei contends that self-service options and consumer targeting for specialized services (such as Shouldice Hospital's focus on patients in need of a certain kind of hernia repair) could help change customer behavior and raise service quality perceptions while lowering costs (Sharma et al., 2020). Platonova et al. demonstrate the value of two strategies for reducing uncertainty's negative influence on process performance in the financial services industry. Customers' diverse tastes and wants in areas like self-service and service quality are taken into account. In sectors like self-service and co-production, where individual disparities in consumer skills can have an impact on both the perception of service quality and the bottom line, the idea of customer efficiency considers these differences (Roy, 2019). The efficient client uses fewer resources while yet delivering the same or superior levels of output thanks to their participation in the service process. In a retail banking study, Xue, Hitt, and Harker (forthcoming) find that efficient clients increase income for their banks, except for the most profitable ones. 13

trade regulations on a direct global scale, and it oversees negotiating and enforcing the terms of new trade agreements signed by the organization's many member nations. International trade is governed by the regulations that the members adopted based on the requirements of the nation or "invited" nations. Domestic power is characterized by the capacity to draw boundaries and end relationships with undesirable parties. In many countries, customs, ownership restrictions, and other rules governing work performance and property may be required at the national level. A political, social, and legal framework known as an institutional environment is necessary for the success of international markets. These rules define the right to produce, trade, and distribute goods, enabling the fulfillment of specific promises and expectations regarding contact with others and ensuring the ongoing success of the business. The most fundamental rules in any system are those that specify how property rights are to be used, distributed, and protected as well as those that specify what types of cooperation and competition are permitted and which are not (standards, rules of bargaining, trading conditions, etc.). The existence of a transparent and secure system of property rights is one of the key system performances of global markets. For existing markets to be expanded and new ones to be created, it is essential to establish clear claims of ownership and authorization to use commercial and other resources. Consumer goods can be sold in international markets using foreign retailers. They can be found with the help of salespeople, who can either visit the target market in person with product material and swatches or deliver these items over the phone or by direct mail. The use of direct marketing can eliminate the need for middlemen and foreign travel. Sales of goods from consumers to consumers are a practical substitute for conventional exporting. It is typical for this form of selling to have product-specific variants. Manufacturers of educational equipment can sell to K–12 organizations, higher education institutions, and even for-profit businesses, unlike those medical device manufacturers, who can only sell to healthcare facilities. One is said to have been licensed if they have been 16

permitted to use the intellectual property of the owner. Intellectual property laws can protect things like patents, trademarks, production techniques, and even how a product is marketed and sold. It is possible to license even "know-how" in the form of technical or business skills. Obtaining a license and permission are different things. The IPR may be utilized for activities like working or manufacturing if permission is granted. The usage of the licensed work does not result in the licensee gaining any ownership of the licensors or other protected rights. 2.5 Significance of service and operation management in multinational corporations Multinational businesses (MNCs) struggle to plan and oversee their service operations on a global, regional, and local scale because these operations frequently necessitate a local presence. What we mean when we talk about taking a regional strategy is a regional plan, supported by a regional organization or regional headquarters (RHQ). RHQ is generally thought to be synonymous with regional management. Regional headquarters may be seen as intermediate organizational entities, depending on their function, size, and location (Ka 'ha 'ri, 2014). Focusing on and taking part in the management of one or more regional subsidiaries is what regional headquarters (RHQ) do (Schutte, 1997). RHQ may be able to contribute to its business activities (Lasserre, 1996). RHQ is set up structurally as an independent entity, only committed to carrying out the tasks delegated to them at the regional level. As an alternative, already formed local subsidiaries have regional responsibilities added to their existing local business obligations. The latter units are sometimes known as "regional management mandates" (Alfoldi et al., 2012). The work of Ambos and Schlegelmilch (2010) shed light on the responsibilities and duties of RHQ. The researchers studied the integrative and entrepreneurial actions of RHQ. The entrepreneurial role includes tasks like strategic leadership, planning, and direction; resource development, acquisition, and deployment; seeking and exploitation of new opportunities; and driving organizational change, according to Alfoldi et al. (2012). The 17

integrative role includes tasks like monitoring, control, and governance; resource and knowledge management; representation and mediation; coordination and harmonization; and attention and signaling. Other types of regional management than RHQ have also been discovered in previous studies. According to Ghemawat (2005), a regional headquarters (RHQ) may be a means to an end (the implementation of a regional strategy), but it is not an end in itself. RHQ isn't the only option, as Lasserre (1996) notes; "a corporate-based regional office, a local subsidiary mission, and regional networking" are all viable substitutes (p. 34). Subsidiary collaboration via "a friendly regional culture" is also mentioned by Li et al. (2010). (p. 8). Alfold et al. (2012) argued that regional management mandates are a more cost-effective alternative to a central RHQ. Ambos and Schlegelmilch (2010), authors of a comprehensive volume on regional management, introduce four ways to organize regionally: a single country market approach, with the RHQ acting as a "central hub;" a subregional approach, with subordinate country clusters; a hybrid of the two; and a virtual network, where responsibilities are shared virtually (pp. 7374). They also point out that a regional headquarters (RHQ) need not physically be located in the region, since this role can be fulfilled by staff at the corporate headquarters (CHQ). Although many studies have documented the advantages of regional management and RHQ for MNCs (e.g., Asakawa & Lehrer, 2003; Daniels, 1986; Enright, 2005; Lasserre, 1996; Schutte, 1997), there are still not many analytical and theoretically grounded approaches to understanding the value added. The research by Ambos and Schlegelmilch (2010), which expands on the premise established by Chandler (1991) and the subsequent studies by Campbell, Goold, and Alexander (1995) and Foss (1997), is an exception. Based on their research, RHQ is believed to provide MNCs with a regional advantage in the form of "parenting," "knowledge," and "organizational advantage." To have the parental advantage, RHQ must be knowledgeable about local units and able to support them through resource sharing and other means. Studies conducted in the 18

developing field of servitization, which is heavily employed in marketing, are another source of knowledge that is used to preserve knowledge advantage (Davies et al., 2007; Gebauer et al., 2010). Industrial services are crucial parts of customized answers to challenging consumer problems. The wants of a particular clientele, regardless of their location, are thoroughly examined as part of this "solution supplying". A tendency known as "servitization" illustrates how services have taken on more significance over time, particularly in the setting of industrialized countries (Desmet et al., 2003). According to the notion of servitization, the organizational structure and management of value-added activities must first undergo a considerable shift (Baines et al., 2009; Oliva & Kallenberg, 2003; Wandermerwe & Rada, 1988). Second, it analyzes the main justification for the development and control of value-adding mechanisms in modern economies and societies (Vargo & Lusch, 2004). The idea of servitization has to do with how systems that produce value are organized and run. Vargo and Lusch (2004) used the phrase "service- dominant logic" to distinguish between "goods-dominant logic" and a different way of viewing the world. In contrast to a goods-dominant logic, which follows the idea of "making and selling" finished products through market governance mechanisms with separated players, a service- dominant logic emphasizes serving the customer at every stage of a collaborative process in which the customer and the supplier, in this case, the MNC, temporarily form a unit. The customer's issues are brought to the forefront and the customization process is made more rigorous by including the customer in the value-added process at the customer's, the MNC's, or a "neutral" site (Freiling & Dressel, 2014; Vargo & Lusch, 2004). In other words, servitization is increasing the range of goods and solutions with customized services or adding service components to solutions like full-service contracts. Consumers are unable to properly assess the quality of the solution before or after purchase because these components are, for the most part, intangible and delivered on demand. 19

Multinational businesses (MNCs) must present a consistent front in terms of knowledge and customer service throughout their global, regional, and local divisions to allay concerns. In terms of throughput (process), servitization implies client integration in the value- added procedure of the MNC by supplying information as well as transaction-specific goods and personnel. Employees of MNCs offer assistance in the form of instruction, troubleshooting, or upgrading (Freiling & Dressel, 2015). Servitization calls for a high level of supplier-to-customer interaction, including on-site visits and proximity in international transactions. Even while current ICT provides a wide range of alternatives for managing contact online, physical interaction still plays a key role in the service process, making coordination of it all challenging. 2.6 International Trade Theory The impact of operations management tactics on international trade has been studied by numerous researchers. Consequently, several theories have been created to explain how operations management influences international trade and its interrelatedness. The idea of international trade is one theory that exemplifies this connection. International trade theory is the study of the development, trends, and impacts of global trade on societal welfare and outcomes. Between 1776 and 1826, the groundwork for what is today regarded as the mainstream theory of international trade was laid. Adam Smith published Wealth of Nations in 1776. Principles of Economics by David Ricardo (1823) came next. The two books included information on effective manufacturing and production techniques, including the division of labor and free trade ideas. These two volumes mark the emergence of a free trade philosophy based on England's unrivaled success in manufacturing and commerce. Smith observed that the division of labor was the cornerstone for reducing labor costs, which allowed successful rivalry between nations when he looked at the developing large-scale industries in England. Around the same time as Smith, Robert Hume (1776) put up a theory to explain the automatic adjustment in terms of the price-specie flow mechanism that might eliminate the need for 20

monetary adjustments in nations that consistently have a trade surplus (with an absolute advantage in all traded goods). It was up to Ricardo to develop the free trade idea after Smith had set the foundation. Ricardo's England had a more advanced type of industrial capitalism than Smith's, as evidenced by the quick growth of major corporations and the utilization of captive markets in foreign colonies. Imports of wage products (corn) were crucial in Ricardo's England because they lowered the cost of labor for firms and the price of wage goods. Smith and Ricardo both promoted free trade as an alternative to the protectionist Mercantilist ideas to increase the efficiency of global production. Ricardo had concerns about the broad adoption of technology, but he still based his cost projections on labor hours, which he viewed as a single homogenous input with output (in a society with two commodities) subject to fixed costs. The absolute advantage was not considered necessary, but rather entire specialization in the product with a comparative advantage in terms of labor hours used per unit of production was necessary and sufficient to ensure reciprocally advantageous international trade. 2.7 Conclusion The existing literature on operations service management within international trade provides insights into this global phenomenon. The literature covers important operations management practices and concepts that are adopted in contemporary multinational corporations (Sharma et al., 2020). Firms offering services in the international business environment adopt various practices to ensure the realization of strategic business objectives. Six Sigma is a managerial operational strategy that employs data and statistics to reduce errors and defects associated with manufacturing and service delivery. Similarly, the operational techniques used in service management have direct impacts on international trade. For example, when effectively applied, operations service management practices increase organizational performance and contribute to global economic growth. The adoption of techniques such as total productive maintenance is ideal for the timely identification of maintenance issues and taking corrective measures to avert downtime and 21

breakdown in service or goods delivery. Operations service management has also fostered specialization in international trade. Countries can access goods and services that they could not produce locally while focusing on trade activities where they have the strength and comparative advantage leading to efficiency in global trade. Finally, operations service management increases the range and access to goods and services available in countries through the servitization phenomenon. Chapter 3: Research Methods 3.1 Introduction Research methodology refers to the procedures and techniques used in the collection of research data, tabulation, and analysis to guide in answering research questions (Bloomfield & Fisher, 2019). It is a systematic process that involves various steps including the identification of the sample, data collection, data analysis, and data presentation. This chapter will provide the detail of the research design adopted to address the initially defined research questions. The chapter also highlights the methods of data collection and the data analysis approach that was adopted for the study. In addition, the reader will be directed towards validity and reliability of the data used. 22

3.2 Research Design A research design refers to a strategy that the researcher uses to collect research data and consequently answer the research question. It is an arrangement of the required tools and techniques for data collection and analysis in such a way to ensure relevance to the research questions (Bloomfield & Fisher, 2019). This study adopted a mix of both quantitative and qualitative research method to explain the impact of operations service management on international trade. Qualitative research was selected for use in this research as it can provide in-depth insights into the perceptions, experiences, and attitudes of participants regarding operations service management in international business. Qualitative research techniques such as open ended survey questions can allow the participants to express their experiences and thoughts on how operations service management has impacted international trade business. Similarly, qualitative approach was considered to be also suitable to the study, since this dissertation aimed to research the impact of operations service management in international trade business, which takes into account beliefs, perceptions, ideas, and opinions that can be difficult to measure in a quantitative manner. 3.3 Research Methodology This study’s research process was divided into four distinctive procedures: Literature review, primary data collection, data analysis, and presentation of findings and discussion. Figure 3.3.1 illustrates this methodology diagrammatically. 23

Figure 3.3.1: The Adopted Research Methodology 3.4 Data Collection Methods The study investigated international trade business by evaluating features related to various modes of companies operating internationally and reviewing other available literature. In this research, both primary and secondary research were applied. These approaches are discussed below. 3.4.1 Secondary Research – Literature Review Secondary research entails gathering data from existing sources, such as books, reports, and academic journals. Specific to this study, secondary research involved conducting a review of literature on international trade business and operation service management to gain a broader understanding of the topic and provide context for the primary research findings. This enabled the researcher to gather background information on the topic, identify gaps in existing literature, and provide context for the primary research findings. 24 Literature Review Concepts of operations and service management Impacts of operation and service management on international trade business Significance of service and operation management in multinational corporations Primary Data Collection Questionnaires Data Analysis SPSS Presentation of findings and Discussion Analysis results were presented into tables and figures and discussed accordingly

3.4.2 Primary Data – Questionnaires Primary research involves collecting data directly from the source (Bloomfield & Fisher, 2019). Specific to this research, this involved collecting data directly from the participants through open ended and closed ended questionnaires. The primary data allowed the researcher to gather specific information relevant to the study, including the impact of operations service management on customer service in international trade business. The researcher used Qualtrics, an online survey software, to create and publish the questionnaire. A survey link in Qualtrics was created to ensure that participants easily accessed questionnaires easily and securely. Their responses were automatically recorded in Qualtrics platform for later analysis. 3.5 Sampling Design This study applied non-probability sampling contexts. In particular, the researcher used purposive sampling method to select samples that bear the desired characteristics of the respondents as recommended by Quatember (2019). The application of purposive sampling is also identified as selective, judgmental, and subjective sampling. It falls under the non- probability sampling approach. The non-probability sampling approach is used as a sampling concept where the investigative units depend on the researcher's judgments. The researchers would have the ability to give ready information since the research questions are more direct in what is needed. The sampling technique is effective in this research since it would be easier to get research samples on specific characteristics (Sürücü & Maslakçi, 2020). However, the drawback is that other methods are applicable in other purposive samples that are complicated and not developed as the random ones. Applying the purposive sampling technique would be effective in seeking international traders. Therefore, all applied sampling methods effectively attain reliable data from the respondents. 3.6 Study Population This research focused on the impacts of operations service management on international trade business. For this reason, this study targeted professionals within the international trade 25

business. The researcher used Qualtrics to reach the target population. Specifically, under ‘Survey Options’ in Qualtrics, the researcher clicked on ‘target audience’ and used filters such as international trade business, logistics, procurement, and quality control to specify the target population. The researcher reviewed these target population settings to ensure that they aligned with the research questions. A survey was then created, after saving the target population settings. 3.7 Sample 3.7.1 Sampling Frame A sampling frame was essential in providing units relevant to the Study. The frame used to develop the sample selection comprised the international traders implementing operation service management concepts. Operations service management has an influential impact on international traders and how they carry out their daily operations. Nonetheless, the characteristic challenge of involving all consumers in this sampling frame necessitated the need to select an appropriate size sample of the population to complete the Study. 3.7.2 Sampling Technique Purposive sampling technique was preferred for this study. The technique was considered to be ideal since the research required specific types of participants with particular experiences and characteristics (Berndt, 2020). Purposive sampling was an effective way to ensure that the researcher collected data from participants who have the knowledge and expertise relevant to the research questions. 3.7.3 Sample Size The researcher targeted 55 professionals with adequate experience in the international trade business to investigate the impacts of operations service management on international trade business. Purposive sampling technique was used to develop a sample size that would represent the population. By considering a 5% accuracy level and 95% confidence level, the researcher determined the sample size to be 48, using Slovin’s formula . 26

Sample size (n) = N 1 + N ( e ² ) n = 55 1 + 55 ( 0.05² ) n = 48.35 n = 48 3.8 Inclusion and Exclusion Criteria Participants who own or work for an international trade business were only considered for the study. Another inclusion criterion was experience in operations service management in areas such as inventory management, logistics, procurement, and quality control. Furthermore, participants who were willing to provide informed consent to participate in the study were included in the study. The participants were also required to have at least five years of experience working in an international trade firm to ensure that they were knowledgeable enough to answer the survey questions. This experience was necessary due to the ever-changing trends and techniques in service operations management as well as the dynamic nature of global trade. Those who did not participate in international trade over the past year may have missed out on potential changes and shifts in the business environment. On the other hand, individuals with less than five years of working experience were excluded from the study. Participants who did not work for or owned an international trade business and those with zero experience with operations service management were excluded from the study. Participants who did not have sufficient proficiency in English language and those who were unwilling or unable to provide informed consent were also excluded from the study. The inclusion and exclusion criteria helped ensure that the research participants were representative of the population of interest and that the study results were reliable and valid. 27

3.9 Data Analysis SPSS Version 25 was employed for data analysis in this research. Upon collecting primary data from the participants, the researcher imported the data into SPSS from an Excel file. The data was then reviewed and checked for errors, omissions and inconsistencies, and missing values. The researcher used descriptive statistics such as percentages, frequencies, means, and standard deviations to summarize the data. This step was key to identifying trends, patterns, and any outliers in the data set. Inferential statistics, including correlation and regression were also used to examine the relationships between variables. This was crucial to answering the four research questions. The researcher then used graphs, charts, and plots to visually present the data and communicate the study’s insights and findings. 3.9.1 Data Verification Researchers should always ensure that the data collected are verified and qualified to answer the questions in the research (Tolmach et al., 2021). To ensure the reliability and validity of the data collected in this study, a pilot study was conducted before the main data collection period. This pilot study entailed administering the questionnaire to a small sample of participants and analyzing their responses to test the effectiveness of the survey questions in gathering relevant data. The pilot study also provided an opportunity for the researcher to receive feedback and suggestions from the participants on how to improve the questionnaire. This allowed the researcher to identify any ambiguities or errors in the questionnaire and make appropriate adjustments before the main data collection period. 3.9.1.1 Research Instrumentation The study utilized various methods to collect primary research data. A research questionnaire was developed to guide data collection from experts in service management within international trade and marketplaces. The questionnaires was created and published in Qualtrics to selected research respondents. The researchers applied two powerful instruments, including the item quiz questionnaires and the other is evaluation tool reflecting researcher 28

preferences. Besides, this research applied Statistical Packages for Social Sciences (SPSS) software to interpret answers from various respondents. 3.9.1.2 Questionnaire Piloting The researcher undertook questionnaire piloting to test and refine the questionnaire before mailing targeted respondents. The piloting period involved emailing five questionnaires to professionals in international trade firms to test the effectiveness of the questionnaire, the time taken to answer the questions, and the clarity of questions. The piloting phase led to refining the questions and restating some of the questions to provide clarity. Some questions were also consolidated resulting in the reduction of the total number of questions from 10 to 8. A reviewer instrument was also used on the topic before the quiz to test for the validity of the questions presented in the questionnaires through pilot study conduction. After conducting the pilot study, the reviewer instrument included a section of the experimental group and the other for the experimental group. 3.10 Ethical Risks The main ethical issues considered in this study revolved around informed consent, anonymity of the respondents, privacy and confidentiality. The researcher obtained an ethical approval form from the school prior to beginning data collection. Furthermore, the researcher outlined the scope, objectives, as well as the intended use of the information obtained from data collection to ensure that the participants willingly consented to or withdrew from the study. Furthermore, in this research, confidentiality, and privacy of the information throughout the research were of utmost importance. Any data collected in the survey were kept confidential and were not share to any third parties as recommended by Evans and Mathur (2018). Furthermore, the identity of the participants remained anonymous to the researcher and those with access to the collected data. The survey questions in the questionnaire were also carefully written and structured to ensure that the respondents were not forced to provide any commercially sensitive or confidential information. 29

Chapter 4: Results Analysis 4.1 Demographic Description Understanding the impacts of operations service management in the international trade business is established by understanding the targeted demographic. This study targeted participants who are actively involved in the international trade business, including exporters, importers, manufacturers, and logistic providers. For instance, various demographic variables were applicable in getting the desired understanding of the presented concepts from multiple organizations in the system. The identified demographic is distributed throughout multiple sectors presented in the study on different international trade organizations. The first table in this research analysis (Table 1) highlights the respondent's years of service, the second table (table 2) highlights the levels of how these respondents view the technicality of the international trade business, and lastly, the third table in this result assessment presents the competition on cost (table 3). However, a comparative assessment of the presented results shows an even level of representation in the sampled sectors in the first table. The second table in these results, however, presents detailed responses that could be used to dominate both large and small firms. It is also applicable given that the higher position of the population, as evident in table 3, tilted towards the competition of the cost adopted by the organization to promote the identified production approach on the chosen operational decision responsibilities within the business suggests the cognizance of the responsibilities of the operation with the importance of the operation management that relates to the activities that affect the performance of the firm and how it operates. Table 4.1.1 Number of respondents against their respective years of experience in international business Year of Service Number of respondents 5 years experience 4 30

10 years experience 8 Above 10 years of experience 8 Table 4.1.2 Forecasting on the Production Management Level Levels Number of respondents Technical 3 Strategic 4 Operative 4 Tactical 9 Table 4.1.3 Operations Service Manager Competing on Cost Competition on Cost Number of respondents Based on flexibility 9 Based on customer interest 8 Based on Scheduling 3 4.2 Data Analysis 4.2.1 Factor Analysis In this study, various Promax rotations, Principal Components Analysis, and Exploratory Factor Analysis were used to establish the necessary factor for assessing the available results. For instance, in this results assessment, it was better to apply the Promax rotation concept over the Varimax rotation since various extracted factors were expected to mean that the international businesses would be expected to be orthogonal. The selected respondents on these questionnaires would not just focus on a specific natural operational aspect while abandoning the other concept in the process. For instance, in establishing the optimum value of the number, the eight-value much greater than one was used in determining the extracted figures in the results. The results also successfully show how the analysis's adequacy was 31

realized by using the Kaiser- Meyer- Olkin used in the sampling process that was applied in sampling an adequate analysis using the explained variance of 59.24%. Similarly, in the analysis phase, the application of the Barlett test was also necessary. The assessment helped establish the sphericity for the initial findings that indicated that the six factors were also generated from the constant activities in the operation management process. Also, in the results analysis process, two other items are low loading on the factors extracted from the results with a clean loading between two and more factors in the list. Thus, the two items on either the low loading would suggest that the identified items never fit into the factors more effectively, thus removing the need to be removed. The six factors with the four items were also labeled as scheduling, process, measuring, and logistics. A similar technique was also applied to the performance measures. The Kaiser- Meyer- Olkin was used to measure the detailed analysis that gave the best suggestion, with the 58.88% being an explainable variant. The Barlett test in this process thus tests for the more significant sphericity, with only one item being excluded from the mixture. The other three extracted factors from the system were also labeled as efficiency, features, and service. Reliability analysis was conducted using Cronbach's alpha to establish the factor analysis. However, in this study, the technique applied is exploratory, with a minimum threshold of 0.6 deemed acceptable. There are also two other new factors in the result: the support and facility that fall short of the minimum criteria despite the stronger loading factors. The two factors were thus removed from the subsequent analysis with the complete EFA results and reliability analysis as presented in the stable. Table 4.2.4 Cronbach's Alpha Analysis on the forecasting of the production management Factors (level) Items Factor Loading Cronbach's Alpha Technical Productivity Cost reduction 0.86 0.86 0.63 Tactical Inventory 0.88 0.70 32

Purchasing and Procurement 0.88 Operative Back Office Management Forecasting Customer waiting line 0.79 0.63 0.62 0.40 Strategic Responsiveness On-time delivery Processing speed or time 0.81 0.87 0.80 0.77 4.2.2 Bivariate Corrections In the assessment of the operative management, the established four-factor scores in the preliminary analysis on the factors such as measurement, logistics, scheduling, and process, the bivariate correlation in the process were thus conducted with the purpose of the results on the fifth table as shown below. The table shows that the correlation between the four operations management activities is the presented results, thus presenting the fact that is much expected in the process where the argument shows that there is a normal implementation of the operations with the activities in a relatively holistic manner instead of creating emphasis on different aspects over the other (Sharma et al., 2020). The practice is also more interesting in that no serious concern is raised about the identified multicollinearity amongst the other independent variables. It is also interesting in other concepts that the logistic factor does not seem closely relatable to other activities in Operation management. The relationship between these four factors in the Operation Management activities are shown as independent variables that are also interesting, with the three performance measures as the independent variables that are essential when the p-value is below 001, except for the difference between service and logistic factors. 33

Table 4.2.5 Correlation between factor scores Flexibility Customer Interest Scheduling Flexibility 1.00 Customer interest 0.48 1.00 Scheduling 0.53 0.92 1.00 4.2.3 Multiple Regression Analysis (MRA) In the next table, table 6, the presented results are applicable in showing the multiple regression contexts for the four operational management in the international businesses with the activities that are regressed on the three major performance measures. The results outlined in the table also indicate that the process as a factor is used mainly in proving the strongest predictor for the significant relationship between feature and service factors related to the fourth factor, efficiency. The relationship is also very close to significance. The predictor is also followed by scheduling, a significant predictor of efficiency and services relatable to none of the highlighted performances and measures (Dickman, 2021). The r- value of all three equations in this result is also close to the 0.30 measure used practically to indicate the acceptable explanation powers for the variance of the other variables more dependent on the systems. Table 4.2.6 Multiple regression analysis Std. Beta Sig Flexibility 0.39 0.00 Customer interest -0.07 0.36 Scheduling 0.30 0.00 The detailed analysis of the process has also presented the requirement throughout the process that is used mainly in realizing the value of the process and detailed engagement used necessary to achieve the process of effective operation management in the market. For instance, the results of this research have shown how various variances are used in detail and practicality to achieve the plans of the intervention in the process. Thus, when engaged more 34

relevantly, it would be practical to achieve and engage the requirement and engagement necessary to realize strategic business objectives. The operation management skills are thus applicable mainly in realizing valuable practices and senses that are needed mainly in realizing the requirements for the best operation and need in the process for the reality in different international businesses. The emergence of various factors applicable in showing a valuable operation of the system and how it engages with the people is more practical and realistic in realizing the need and processes that must be used mainly to establish the best engagements and performances to promote the value of this research in promoting the need for effective management practices in the society (Lambrechts et al., 2020). For instance, some of the manageable activities and operations used in the process include the implementation of the factors such as measurements, process, and schedule in achieving the most desirable results for the management teams to implement the best skills and requirements for the detailed operation processes. The respondents also indicate various realities associated with the operation management activities in different capacities. For instance, the results show that the international trade operations manager should use the first set-up to focus on the first step, mainly on promoting international trade management. The first step should focus on promoting their products; the world is now interconnected. Only if we package and promote our products well and have a certain influence can we promote our products to the world and occupy a piece of heaven and earth of our own (Sharma et al., 2020). Also, the first step should be the first export investigation of the export situation, and we must do some detailed investigation of the export market before doing foreign trade business to find out the details of the importer and the local market as shipping routes and docks. Our initiative will increase significantly with the understanding of the foreign business situation to negotiate and sign foreign trade contracts. The first step as an international trade operations manager is to sort out and analyze the industry in which you are engaged. World trade is developing rapidly, and 35

the original concept has been very different from the current operation concept. Therefore, we should analyze and compare inside and outside the industry to develop feasible solutions and countermeasures. There is also various importance of operations management in the business where the activity is applied mainly in realizing the need of engaging in good performances and practicality for the quality products, productivity, and customer satisfaction practices. The cost incurred in the process is also valuable and well implemented, thus simultaneously leading to increased revenue engagement (Sharma et al., 2020). For instance, when the role of self-operation and management is determined, to carry out international trade, business needs to continue to improve the level of information technology, the use of big data on logistics forms of innovation, based on financial data, the actual needs of customers to explore, only in this way can promote the level of international trade after the operational management role has been positioned (Sharma et al., 2020). Following your positioning, the next step is to find suitable trading partners in the international trade business. Market research is used to find out which foreign trade companies meet positioning needs so that the company can actively pursue our business. Also, based on the existing characteristics of international trade, it is necessary to combine the actual situation with the real needs to carry out information and data-based international trade. They are reducing trade costs and improving the operation of international trade by analyzing applied data (Sharma et al., 2020). The operation management activities can only be used to realize increased productivity, simultaneously resulting in operation management that minimizes the waste in the general production process (Luo & Bu, 2018). Thus, it is necessarily applied in realizing a valuable need and engagement that purposedly require actions for the best engagement and realization of the senses that are purposedly managed to establish the most impressive actions and necessary performances to realize the value of public implementations and the requirements that are needed in realizing the valuable operations of the systems in nature and also an implementation of the best practices to ensure the necessary and realistic operations in general. Therefore, the exact number and production relatable to the effective operation management in the process is well 36

highlighted and presented to determine the value of how the systems operate or depends on valuing the necessary presentation and need in the valuable structures in general. Thus, these results analysis has effectively established the nominal, ordinal ratio, and interval measurement scales in this research analysis process (Madsen & Servais, 2017). Thus, future studies can focus on the differences such as geographic location, industry type, the length of Operation Management practices within service organizations, and the influence of larger client firms on the operational practices of smaller service organizations. These presentations should be included in future paper contents and practically applied in realizing the valuable results in the practices and achievements of the research requirements and intentions. 37

Chapter 5: Discussion The purpose of this research is to explore the relationship of operations service management with international trade and to examine variables that impact their relationships. The study has been guided by four research questions. The first research question focused on exploring the concepts underlying operations service management and whether they can be implemented. The second question sought to determine whether international trade was related to operations and service management. The third question examined the impacts that operations and service management have had on international trade business. The last research question explored the significance of service and operations management in multinational corporations. This section describes the findings of the research data analysis about the research questions. 5.1: Research question 1: What are the concepts of operations and service management and can they be implemented? Several concepts relating to operations and service management were established from the analysis. They encompass technical, tactical, operative, and strategic. The technical service management concepts include productivity measures and cost reduction objectives. These concepts require considerable investment in technological and human resources capabilities to be realized. Productivity refers to organizational and employee output compared with the input. A high level of input should lead to high output. The high productivity level should be attained within acceptable cost margins. Cost reduction encompasses increasing efficiency by improving technological adoption. Sharma et al. (2020) noted that investment in new technologies is associated with cost reduction. Similarly, embracing international 38

management models such as lean management concepts often lead to reduced wastages and damages which further lower operational costs. Tactical concepts in operations service management include inventory management, procurement, and purchasing activities. Inventory management entails ensuring that raw materials needed in the production process are available while finished goods demanded by customers are available for delivery. Crucially, service managers should ensure that inventory costs such as holding costs and storage costs are minimal by adopting practices such as JIT. Managers have the obligation of balancing the needs of customers by ensuring the availability of goods while also avoiding holding excessive working capital in raw materials and work-in-progress. Closely connected with this concept is the operative concepts of forecasting and customer waiting line. Forecasting involves using objective methods to reasonably predict demand levels to guide production levels. In forecasting, operations service management updates the customer waiting line that informs the number of goods each customer has ordered and the timelines for each delivery. Machine learning and other artificial intelligence technologies are widely used to understand customer purchasing behavior based on historical data and to estimate with reasonable certainty weekly, monthly, and yearly demand levels (Luo & Bu, 2018). The back- office functions such as processing orders, maintenance, and payment systems come in handy to ensure that customers' orders are promptly processed. Furthermore, operations service managers are actively engaged in scheduling activities. For example, managers are obliged to ensure the optimal allocation of machines and human resources across organizational activities and to meet consumer demands concerning quality and timeliness. The organization is expected to remain highly responsive to the needs and expectations of customers to achieve a competitive edge in the marketplace. Some of the strategic dimensions of operations service management skills needed at this level include improving processing speeds or turnaround time for customer orders and queries and facilitating on-time 39

deliveries (Sharma et al., 2020). These concepts are ideal in operations management to support business activities locally and in international marketplaces. In addition to the above concepts, research respondents acknowledged the importance of investing in efficient and effective communication systems that facilitate trade transactions. Data-based decision-making becomes integral to effective operations service management (Li et al., 2022). Data flow from customers to the organization and from suppliers to contractors to the organization needs to be seamless to execute complex organizational activities. 5.2 Research Question 2: Is there a relationship between international trade and operations and service management? Research findings demonstrate that various components of operations service management activities are correlated with international trade. The Cronbach alpha and the subsequent exploratory factor analysis showed a moderate relationship between various service management activities and international trade activities. A factor loading ranging between 0.62 and 0.88 show a moderate correlation between operations service management variables and international trade (factor). Although the relationship may appear poor based on factor analysis, this dimensionality appears to contradict the findings of other researchers such as Nicholas (2018) and Luo and Bu (2018) who noted that operations service management activities are closely related to international trade. Indeed, firms that excel in various aspects of operations service management tend to excel also international trade. For example, excellent communication services across stakeholders at different levels of engagement facilitate quick decision- making across geographical borders (Sharma et al., 2020). Similarly, forecasting activities based on machine learning and artificial intelligence are ideal services for efficient international trade management and practices. 40

The relationship between operations service variables and international trade activities such as production management and the attendant shipping and management of distributors channels can be seen in Cronbach’s alpha mean of 0.7 in the tactical aspects of operations service management activities and 0.77 alpha mean coefficient in strategic activities. However, Cronbach’s coefficient of 0.40 in operative activities negates the consistency in the internal factors and subsequent poor relationship with international trade as demonstrated by a factor loading of more than 0.8 in the analysis. Sharma et al. (2020) examined the relationship between operations service management and global business performance. The researcher found that the two phenomena converge across diverse aspects. Operations managers need to understand trade policies in the international marketplace and calibrate production standards and activities in their operations to meet these requirements. They must also explore trends in the international markets, actively engage customers and other industry players, and respond to changes in consumer needs and expectations to remain relevant and responsive to the ever-changing consumer behaviors (Barnes, 2018). Organizations engaged in international business evaluate their operational capacities before going global. Once the operational management role has been decided, organizations use the role as a basis for actively developing international markets, making detailed and feasible market research reports, and forming feasible practical solutions to realize strategic objectives. Operations service management activities are at the center of international trade. They encompass designing jobs and measuring their capacity, commonly known as time and motion study. Despite the many critiques against these practices, their importance in determining productivity which will affect cost efficiency, is still paramount (Li et al., 2022). Operations service managers are focused on delivering efficiency across organizational processes. They actively adopt various concepts and practices such as six sigma, lean production, and JIT to increase output efficiency. While these activities are predominantly service-oriented, they are integral to international trade practices. 41

MNCs prioritize efficiency in operations in the global marketplace to gain a competitive edge. Firms that gain efficiency comparatively better than their peers tend to maximize profitability and deliver quality goods and services to their targeted market at reduced prices. They can expand their customer base and penetrate new markets because of their competitive pricing and quality market offerings (Sharma et al., 2020). These findings are consistent with empirical data that show service firms are aware of the significance of activities connected to operations and how those tasks affect organizational performance. The emphasis on ensuring efficiency in service delivery across systems stems from the need for service productivity to be on par with that of the industrial sector. It is also obvious that technology and digital advancements and innovations are giving global trade a huge boost (Nicholas, 2018). With the help of new technical models like immediate online and cloud storage, which rely on the quick growth of information technology, world trade services have undergone disruptive changes as well. Scheduling is one of the activities that closely relate operations service management with international trade. Scheduling and on-time delivery are vital components of customer satisfaction. These critical service management components are also integral in international trade practices. Multinational corporations routinely apply scheduling activities to ensure that they reach their target customers in the international markets in a timely fashion and consistent with customer expectations (Koklic et al., 2017). Excellent operations service management positions global firms to be responsive to market needs and offer competitive transaction processing time. This study, therefore, finds that service operations management enhances the proper management of customer delivery activities. Furthermore, efficiency scheduling improves efficiency performance which is then reflected in proper time management and utilization of organizational resources. 42

5.3: Research question 3: What are the impacts of operation and service management on international trade business? This research question sought to investigate the effects of operations and service management on global trade. Research respondents noted the close relationship between operations management and cross-border trade (Nicholas, 2018). The research results allude to the importance of operations and service management activities in ensuring that international trade activities are impacted by the effectiveness of operations management. Most respondents acknowledged that international trade is associated with complex operations involving moving goods and services from one country to another. Shipping and scheduling are considered integral activities to international trade (Barnes, 2018). The operations involving shipping, warehousing, and distribution are the lifeblood of global trade. Multinational companies not only identify shipping partners to facilitate goods and services logistics but are actively involved in developing communication systems that promote responsiveness to market or customer preferences. The impact of operations and service management is evident in facilitating communication, marketing, and forecasting in international trade activities. Technological adoption has been at the center of operations and service management practices. Information technology platforms have been central to facilitating international business. Digital communication platforms such as social media channels and e-commerce options are essential operational activities (Li et al., 2022). These activities foster effective communication while also supporting logistics and delivery. Data analysis also demonstrated the importance of operations and service management in creating value for customers in international trade. Decisions relating to understanding customer needs and wants, aligning production with findings from market surveys, and ensuring delivery of demanded goods in quantities and qualities demanded by customers are 43

critical in creating value for consumers in the global market (Li et al., 2022). Multinational corporations’ operations and services managers are constantly faced with decisions that seek to increase the value of goods and services while providing solutions to societal problems. Developing systems and processes that increase revenues without a corresponding increase in expenses is one of how operations managers create value in international trade. This form of value creation may be interpreted as increasing returns on the shareholder’s capital base. However, the increase also results in lower product prices while maintaining or increasing product quality. Cost containment measures are evident as impacts of operations management function in international trade. Cost management may be achieved through effective scheduling practices and flexibility in decision-making that allow managers to re- examine emerging challenges and opportunities in the global market. Overall, respondents affirmed the importance of operations and service management practices and tactics in increasing efficiency in international trade. Data-driven decision-making has become integral to international trade. Research data showed that operations managers in the global market are increasingly relying on big data to guide decisions relating to marketing tactics. The collection of big volumes of consumer data has facilitated the understanding of trends in global trade ( Nicholas, 2018). The insights gained from informatics based on analysis of the vast amount of consumer data enables operations managers in international trade to develop marketing and advertising message that resonate with the likes and preferences of the target market. Viewed this way, operations and services management activities are at the nerve center of facilitating effective customer engagement in international trade. The cultural differences across nations necessitate dynamism in how operators in international trade engage with target consumers. Rather than developing standard products for all markets, operations managers facilitate the delivery of culturally-sensitive trade services to different world markets. For example, respondents noted the significance of the time-delivery function in international trade. Different cultures prioritize the timeliness of 44

product and service delivery. However, some cultures may interpret delays in deliveries as a sign of incompetence and arrogance. The impact of effective operations management is to ensure that international trade is accomplished within the prism of cultural competence. This observation is supported by Luiz et al. (2017) who noted that cultural competence goes hand- in-hand with international trade. Multinational companies expanding their presence in foreign countries and cultures must take time to understand how cultural dynamics are likely to impact their operations. Remaining indifferent to the overarching cultural beliefs and customs is a percussor to failure (Luiz et al., 2017). Experiences of several firms that have failed in their global expansion attest to the significance of culture and the role of operations and services managers in aligning cultural expectations with excellent international trade practices. The research results also demonstrated the impact of operations and services management in policy development across different states and territories in international trade. Research results showed that operations managers engage with policymakers in different countries to influence policy development. They act as advocates for regulatory policies that are friendly in executing international business goals (Barnes, 2018). International trade laws and regulatory policies seriously impact international trade. As a component of the external business environment impacting operations, the legal system falls within the ambit of operations and service management (Luo & Bu, 2018). When this function is properly executed, operations and services management would be seen as positively impacting international trade because of trade-friendly policies. 5.4: Research Question 4: What is the significance of service and operation management on multinational corporations? This research question sought to establish the significance of operations and service management on firms operating in international markets. Respondents in the study noted that 45

the objective of firms operating in the international market is primarily profit-oriented. However, other organizational goals emerged from the research data analysis. Multinational firms aim at increasing market share, and revenue turnover, and continually improve returns on shareholder investment (Li et al., 2022). They achieve these goals through various business practices including increasing efficiency in technological adoption, improving customer satisfaction, and diversification of products and services offered in the global markets. Operations management is at the heart of realizing these goals. The role of operations and services management is to facilitate the development of structures, networks, and organizational policies that enable the attainment of these organizational goals. Operations and services managers begin by evaluating jobs and roles that will be needed to achieve strategic goals (Luiz et al., 2017). For example, data analysis showed flexibility in responding to customer needs, efficiency in resource scheduling, and effective communication across all channels and networks that facilitate international trade. The significance of operations and services management can therefore be felt across all aspects of multinational corporate activities. They include planning activities from procurement of raw materials, recruitment of labour to be used in factories and warehouses, production processes and quality improvement strategies, and shipping of finished goods (Barnes, 2018). The success of operations management activities has a direct relationship with the outcomes of multinational companies. Where operations management processes and outcomes are developed to respond to market dynamics, multinational corporations are likely to enjoy significant successes in realizing their strategic objectives. However, a bungled approach to managing the operations of an organization carries the risk of failure in positioning products and services in the global markets in a manner that resonates with target markets. The company will also face increased risks of violating regulatory and legal policies in different territories and markets within the global trade environment. The ultimate significance of operations and services management to multinational corporations can be seen in its ability to calibrate the firms to realize the overarching goals 46

and objectives in the global marketplace. Whether these goals are concerned primarily with profit-making or increasing market share, operations and services management remains a critical function (Sharma et al., 2020). The role of operations managers in adopting the best management practices in the world cannot be overemphasized. Their roles in ensuring cost management, the realization of profit goals, and maximizing shareholder wealth are closely tied to multinational corporations. 5.5: Further Research The current study focused on understanding the relationship between international trade and operations management. The findings of these results can be augmented with further studies on how individual operations and service management functions impact different multinational companies. The knowledge of how each component of operations and service management impacts and is also impacted by international trade will be vital in pinpointing the true relationship between these two phenomena. Although the current study overwhelmingly assumed that operations and services management dictate the outcomes of multinational corporations, further empirical studies on how international trade impacts operations and service management would be needed are strengthening the relationship between the two variables under investigation. 5.6 Study Limitations The sample size is a primary limitation of the study's findings. Incorporating the facility and supports constructions into the present debate and comparing this conclusion to the work of others requires a bigger sample frame. The second limitation is that it is national research. When compared to their Australian counterparts, service providers in Australia's Asian neighbors may employ a unique set of Operation Management activities to spur improved operational performance. Third, as was said earlier in the study, scholars have varying perspectives on what makes service companies tick (Madsen & Servais, 2017). Accordingly, 47

a regional or category-based redefinition of the scope of service operations management is required. 5.7 Implications for Practice This study will aid academics and industry professionals in their understanding of the relationships between manufacturing and service businesses as well as the impact of operations management on global trade. It is crucial to follow the operational management philosophy of concentrating on inputs while verifying their accuracy through staff. Operations management would also be utilized to ensure that employees had access to the appropriate number of resources to provide the greatest result (Li et al., 2022)s. These concepts are also applicable to improving customer happiness when paying for an employee is not necessary because the consumer would effectively achieve appropriate interaction with the customer. In addition, any sort of economic activity that promotes the transfer of goods, services, resources, people, and knowledge beyond national borders is referred to as an international business. The term "international business" encompasses a broad range of activities, such as but not limited to: the export, import, and trade of goods between nations (Barnes, 2018). Others include the establishment and operation of sales, manufacturing, R&D, and distribution facilities in foreign markets; and the licensing or franchising of goods, services, and production methods from other nations. Money, goods, and services are all transferred through international trade. It is the exchange of goods and services between international jurisdictions (Madsen & Servais, 2017). All countries must produce and distribute goods and services to support their citizens. Utilizing a wide range of resources is necessary for the production of goods and services. No country can sustain its whole population through domestic production due to its limited resources. The required goods must be imported if the home output is insufficient. If a 48

country's producers have enough goods to meet domestic demand, they may keep the extra for themselves. If not, the nation may sell the product abroad. 49

Chapter 6: Conclusion The purpose of this research was to establish and examine the relationship between operations and services management and international trade. The study employed a quantitative research methodology within the descriptive design to gather data, analyze, and draw inferences to answer the research questions. The statistical data along with the descriptive interpretation of the research data were pivotal in reaching the findings of this research study. Some of the key findings and themes that emerged from the analysis of interviewees’ responses included the functions of operations management in acquiring cutting-edge technologies that are vital in facilitating international trade. Operations and services management is seen in statistical analysis as being closely related to each other with the former anchoring organizations towards excelling in the international marketplace. Organizational leaders have a responsibility to create and evaluate ideas that pertain directly to the operational performance of service organizations since this industry continues to rise in importance in global commerce. Top service providers in today's highly competitive market must give serious consideration to enhancing their operational performance through Operation Management-related activities. Because of this, we have proposed that the same Operation Management practices tried and true in manufacturing companies should work just as well in service organizations. According to the results of this research, proper service process management is crucial for achieving desirable operational results (and hopefully improved business effectiveness). Due to the higher unpredictability seen and expected from service organizations in comparison to manufacturing outfits, the survey findings also show that logistics is the poorest predictor. This paper's study, nevertheless, suggests there's room for advancement in terms of productivity in terms of making more effective use of Operation Management- related tasks. 50

Operations and services management is a vital function in international trade. Concepts such as lean manufacturing, six-sigma principles, and Just-In-Time policies are integral to operations and services management. These practices are also vital in strengthening international business outcomes. Their relevance to both effective management of organizational operations and services makes them ideal in global business and cements their direct relationships. 51

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