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The area of engineering and managerial needs of companies are focused on, and how the often conflicting engineering, business and managerial demands can be developed into a successful long‐term relationship. The concept of career management and the way in which it can be promoted and controlled is outlined. A number of practical points that companies and graduates can use to improve the management development process are given.

This research studies the development of the evolving dynamic system model and explores the important elements or factors and what detailed attributes are the main influences model in achieving the success of a business, industry and management. It also identifies the real and major differences between static and dynamic business management models and the detailed factors that influence them. Later, this research investigates the benefits/advantages and limitations/disadvantages of some research studies. The studies conducted in this research put more emphasis on the capabilities of system dynamics (SD) in modeling and the ability to measure, analyse and capture problems in business, industry, manufacturing etc.

The research presented in this work is a qualitative research based on a literature review. Publicly available research publications and reports have been used to create a research foundation, identify the research gaps and develop new analyses from the comparative studies. As the literature review progressed, the scope of the literature search was further narrowed down to the development of SD models. Often, references to certain selected literature have been examined to find other relevant literature. To do so, a supporting tool (that connects related articles) provided by Google Scholar, Scopus, and particular journals has been used.

The dynamic business and management model is very different from the static business model in complexity, formality, flexibility, capturing, relationships, advantages, innovation model, new goals, updated information, perspective and problem-solving abilities. The initial approach of a static system was applied in the canvas business model, but further developments can be continued with a dynamic system approach.

Based on this study, which shows that businesses are developing more towards digitalisation, wanting the ability to keep up with the era that is moving so fast and the desire to increase profits, an instrument is needed that can help describe the difficulties of the needs and developments of the future world. This instrument, or tool of SD, is also expected to assist in drawing future models and in building a business with complex variables that can be predicted from the beginning.

This study will contribute to the SD study for many business incubator research studies. Many practical in business incubator management to have a benefit how to achieve the business performance management (BPM) in SD review.

The significant differences between static and dynamics to be used for business research and strategic performance management. This comparative study analyses some SD models from many authors worldwide. Their goals behind their strategic business models and encounter for their respective progress.

Bid management is an important presales process that involves not just pricing but also determining requirement fit and managing ambiguities. The purpose of this paper is to investigate the challenges of coordinating bid activities across the engineering–commercial interface from the systems thinking, contingency, coordination and engineering perspectives.

A thematic analysis of an internal survey and four embedded case studies were conducted on multiple affiliated business units across diverse product segments and geographic markets in the electronic manufacturing services (EMS) industry.

The results show that challenges in any EMS bid can be distilled into the inter-related categories of price/cost, quote lead time, cost-accuracy, coordination and technical knowledge/capability. Moreover, the embedded cases suggest that engineering-based solutions, such as quality function deployment, target costing and value engineering, can be useful if suitably applied, but fulfilling diverse bid requests using generic processes can hinder effective bid management.

The authors propose three principles in a framework for EMS bid management, namely (1) bid management can be modelled as an open system; (2) process focus and integration mechanisms are structural requirements in effective bid systems; and (3) a contingency approach can help alleviate the increasing complexity of bids.

This study contributes to the literature by proposing a contingency model of engineering-based approaches according to product archetype and a practical framework for bid management to drive intra-organisational coordination and competitive bids in the EMS industry.

In the continuing endeavour to work towards ever better management, the engineering manager has a crucial role to play. The history of the engineer is reviewed and his/her possible present role in management is considered. Management objectives are outlined and defined and the specific role of the engineer emphasised. The best managers are leaders, in particular effective leaders of teams, and this is a management task well within the grasp of the engineer. The engineer′s specific training and initial experience give him/her special qualifications in this area. Indeed, there seems to be no reason why the engineer should not climb the management ladder right to the top, especially these days when technology is continually growing in importance. The demands made on the effective chief executive are outlined. It would seem that engineering management has come of age and that with the appropriate management training the engineer should be well capable of filling a senior management role.

In new product development (NPD), changes to the initial designs are often proposed for on‐going design projects due to new insights. These engineering changes belong to a wide range from incremental to radical and, in their impact, even to discontinuous change. Consequently, the actual workload of development projects confronted with engineering changes does not match the initial work estimates for the project's work packages. Accordingly, the intended timing of readiness of development projects in an NPD program will drift away. This timing is one of the causes of change propagation to other projects which results in even more engineering changes. For larger changes, the effects on timing may be disastrous. The purpose of this paper is to reveal the cause‐and‐effect relationships triggered by various types of changes and explain the need for a more integrated approach to managing engineering change.

A longitudinal case study was performed at a leading microlithography manufacturing company, in which almost 20,000 engineering changes were included. This study allowed the disclosure of the complexities of engineering change management and provides guidelines for handling the resulting problems arising from managing these various types of change.

In the study, various sources of complexities in managing engineering change were observed, which hinder effective implementation of various types of engineering change. Based on the case observations, a number of improvement possibilities are proposed, such as: alignment of goals and impacts of engineering change on all organizational levels; and planning, monitoring and controlling discontinuous engineering changes as separate projects.

Although further studies are needed to replicate the results, the paper gives a more thorough understanding of factors that could support the implementation of discontinuous innovation in incumbent firms by using the engineering change management process.

Climate engineering management (CEM) as an emerging and cross-disciplinary subject gradually draws the attention to researchers. This paper aims to focus on economic and social impacts on the technologies of climate engineering themselves. However, very few research concentrates on the management of climate engineering. Furthermore, scientific knowledge and a unified system of CEM are limited.

In this paper, the concept of CEM and its characteristics are proposed and elaborated. In addition, the framework of CEM is established based on management objectives, management processes and supporting theory and technology of management. Moreover, a multi-agent synergistic theory of CEM is put forward to guide efficient management of climate engineering, which is composed of time synergy, space synergy, and factor synergy. This theory is suitable for solving all problems encountered in the management of various climate engineering rather than a specific climate engineering. Specifically, the proposed CEM system aims to mitigate the impact of climate change via refining and summarizing the interrelationship of each component.

Overall, the six research frontiers and hotspots in the field of CEM are explored based on the current status of research.

In terms of the objectives listed above, this paper seeks to provide a reference for formulating the standards and norms in the management of various climate engineering, as well as contribute to policy implementation and efficient management.

This study aims to conduct a literature review on factors that influence the implementation and design of performance measurement systems in nonprofit organizations.

The research strategy is conceived through a literature review focused on the analysis of authorship, supported by bibliometric techniques such as citation, co-citation and co-authorship social networks.

Models and theories proposed for measuring performance in non-profit organizations are being researched, starting to form an intellectual structure related to performance measurement systems and nonprofits. Three main research topics have been given more attention: strategic performance and public service performance, health-care performance and nonprofit operations strategy and performance measurement.

The study is limited to scientific journal papers and could benefit from the addition of new sources of information such as conference papers, books and standards. The body of knowledge of this topic could also benefit from an in-depth investigation through a comprehensive review of models and theories, as a proposal for a future research agenda.

As practical applications are identified, groups of researchers in different countries and subjects that can generate research agendas, scientific communities used to investigate issues related to performance in nonprofit activities.

Performance measurement in nonprofit organizations is a topic of study that has been receiving considerable attention in recent years, to the point that the literature is revealing specific models for measuring performance in this type of organizations. Particular models and theories are being conceived, specializing existing models and theories related to performance measurement and management.

This special “Anbar Abstracts” issue of Work Study is split into six sections covering abstracts under the following headings: Operational research and statistics; Project management, method study and work measurement; Business process re‐engineering; Design of work; Performance, productivity and motivation; Stock control and supply chain management.

The purpose of this paper is to examine the relationship between management education, the performance of German engineering enterprises and the strategic knowledge status of the executives running those enterprises.

The paper is based upon the results of an online/posted self‐administered questionnaire conducted within Germany, augmented by micro case studies.

Findings suggest that the curricula in German Engineering Faculties fail to fully embrace business and management studies, in particular strategic management which has virtually no presence. Engineers dominate senior management positions within the German machinery and equipment sector yet they display limited knowledge of strategic management tools. There is also evidence that links performance with the application of management knowledge.

The study is limited to senior executives within German SMEs from the machinery and equipment sector. It is likely that the findings would be applicable throughout the German engineering industry; however, generalisability to other countries may be limited. Only a single year's performance (2007) was considered and this is also a limitation of the study. This was mitigated by a request that anomalies be noted, such as extraordinary write offs or a windfall profit, within the year in question, this was then taken into account during the analysis.

Based on the findings it is suggested that German faculties of engineering should enhance and expand management education, particularly strategic management, thus enhancing future performance potential within German SMEs.

This paper examines the level of management education attained by senior engineering executives with a key economic industrial sector in Germany, as such it is one of few such studies which investigates the link between management education and performance.

Business process re‐engineering (BPR) is certainly one of the latest buzzwords and is the subject of great interest and also great controversy. Organizations need to shake themselves out of complacency to close competitive gaps and achieve superior performance standards ‐ the reason why many have embarked on huge BPR projects. In view of the high risks associated with radical change, there are, however, many problems associated with BPR. For some BPR is going off the rails before it is properly understood, and many BPR exercises are not delivering the goods. Sometimes, organizations are expecting “quick fixes”, thus displaying their lack of understanding of a complex system. It is unreasonable to expect quick results when so much change is involved, especially when these business processes involve not only machines, but also people. Many believe, such as Mumford, that the management of change is the largest task in re‐engineering. Many people perceive re‐engineering as a threat to both their methods and their jobs. Owing to this recognition, many authors concentrate on the need to take account of the human side of re‐engineering, in particular the management of organizational change.