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Article
Publication date: 12 February 2018

Sharyn McDonald, Frank Gertsen, Claus A. Foss Rosenstand and Christian Tollestrup

While creativity and innovation are found within many disciplines, the opportunity to develop a tangible skill set and share ideas with contemporaries can be limited within the…

Abstract

Purpose

While creativity and innovation are found within many disciplines, the opportunity to develop a tangible skill set and share ideas with contemporaries can be limited within the siloed structure of many tertiary institutions. The purpose of this paper is to evaluate a model that addresses the pedagogical challenge of interdisciplinary learning.

Design/methodology/approach

This paper adopts a case-based approach. The case subject is Aalborg University that founded an intensive entrepreneurial education workshop that incorporates a problem-based learning (PBL) approach. This paper evaluates the program design, development, and replication plus compares the motives and subsequent experiences between workshop participants in Denmark and Australia.

Findings

The findings of this case study validate the centrality of entrepreneurship education as a discipline which has the capacity to unite staff and students approaching problems from various fields. The workshop design was adapted to the changing needs and expectations of staff and students and was successfully replicated overseas.

Originality/value

Denmark established an innovative, intensive workshop which seized the opportunity to deliver an engaging program that unlocks untapped creative potential among students from diverse cultures and multiple disciplines. Overall, this research contributes toward the body of knowledge examining student engagement and the delivery of PBL activities within an interdisciplinary learning environment.

Details

Higher Education, Skills and Work-Based Learning, vol. 8 no. 1
Type: Research Article
ISSN: 2042-3896

Keywords

Article
Publication date: 1 October 2003

Frances Jørgensen, Harry Boer and Frank Gertsen

The innumerable accounts of successful implementation of kaizen in Japan during more than 40 years has led to the expectation that continuous improvement (CI) might offer…

3070

Abstract

The innumerable accounts of successful implementation of kaizen in Japan during more than 40 years has led to the expectation that continuous improvement (CI) might offer companies a means to gain and maintain a competitive advantage in the turbulent 1980s and 1990s. However, the majority of CI initiatives within the US and Europe died within a few years. While explanations as to why these efforts have not been successful can be found in the literature, methods for rejuvenating stagnant CI programs are still lacking. In this paper, experiences from a longitudinal action research project with a middle management group are presented to illustrate how a process of facilitated self‐assessment was used to identify and address barriers to CI implementation. Through this process, a better understanding of CI implementation issues was gained and CI implementation within the company revitalized.

Details

International Journal of Operations & Production Management, vol. 23 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 June 2004

Frances Jørgensen, Harry Boer and Frank Gertsen

The study presented in this article is based on two basic premises. First, successful continuous improvement (CI) is dependent on shop floor level involvement and participation in…

1667

Abstract

The study presented in this article is based on two basic premises. First, successful continuous improvement (CI) is dependent on shop floor level involvement and participation in improvement efforts. Second, the term “selfassessment” clearly implies that those whose performance is being measured, and who are involved in conducting the assessment process. Excerpts from longitudinal case studies in a single Danish manufacturing organization demonstrate how teams involved in the process of conducting self‐assessment of CI developed a better understanding of the basic principles of CI. Furthermore, the study shows how these principles relate to the teams’ own work processes, and a deeper understanding of their organization's strategy and objectives.

Details

Journal of Manufacturing Technology Management, vol. 15 no. 4
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 1 October 2003

Nuran Acur, Frank Gertsen, Hongyi Sun and Jan Frick

This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies…

4592

Abstract

This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies, and by exploring the relationships between the formalisation of manufacturing strategy, business/competitive objectives, improvement goals, and action plans. The study is based on the data from the third International Manufacturing Strategy Survey, which was conducted in more than 20 countries. The analysis shows that in companies with a formal strategy competitive priorities, improvement goals and action programs are significantly better aligned in companies without such a strategy. This finding is encouraging for operations management scholars, as it suggests that after 30‐odd years Skinner's missing link has been re‐discovered, and it supports OM practitioners in their ongoing battle to safeguard the position of manufacturing in the corporate debate.

Details

International Journal of Operations & Production Management, vol. 23 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 May 2002

Lise Busk Kofoed, Frank Gertsen and Frances Jørgensen

Describes a longitudinal single‐case study in which continuous improvement (CI) was implemented during a radical organisational change process. In this case, numerous organisation…

1993

Abstract

Describes a longitudinal single‐case study in which continuous improvement (CI) was implemented during a radical organisational change process. In this case, numerous organisation factors greatly hindered the full integration of certain planned radical changes. In an effort to circumvent these situational barriers, CI, with an emphasis on imbedded learning, was introduced through an action research methodology in the context of an experimental learning lab (“experimentarium”). Contrary to prevailing theory that suggests that CI serves primarily to support and supplement existing radical changes, experiences from this study suggest that CI may be instrumental in facilitating the completion of the change cycle initiated by planned radical changes. Starts with a brief review of related theory, along with a discussion of the differences between radical and incremental changes. Followed by presentation of the case study methodology, two phases of the change process and finally discussion of the findings.

Details

Integrated Manufacturing Systems, vol. 13 no. 3
Type: Research Article
ISSN: 0957-6061

Keywords

Article
Publication date: 1 February 2004

Hongyi Sun, Sapphire Li, Karis Ho, Frank Gertsen, Poul Hansen and Jan Frick

This paper investigates the pattern or trajectory of implementing ISO 9000 standards versus TQM in Western Europe from a longitudinal perspective, using empirical data. The…

3754

Abstract

This paper investigates the pattern or trajectory of implementing ISO 9000 standards versus TQM in Western Europe from a longitudinal perspective, using empirical data. The research is based on three large‐scale surveys conducted in 1992‐1993, 1996‐1997 and 2001‐2002 respectively, in 13 Western European countries. The results of the surveys show that European companies have put considerable effort into ISO 9000 certification. However, the results also reveal that, around 1996‐1997, European companies had also planned to implement TQM. However, the result of the planned “go beyond ISO to TQM” fell short of the anticipated extent, indicating that the adoption of TQM in Europe was slower than expected. Early in the twenty‐first century, European companies are still very keen on implementing TQM, indicating an obvious intention to shift from ISO 9000 to TQM. To ensure that the shift will occur this time however, the two approaches must be integrated properly. Although both ISO 9000 standards and the TQM/EFQM model have been recently updated or modified, how to best incorporate the two systems remains one of the major tasks of quality management in the future.

Details

International Journal of Quality & Reliability Management, vol. 21 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 February 2002

The management of quality is not new, although in some circles it is viewed as a faded star. Nevertheless, the quality concept is becoming increasingly important as globalization…

597

Abstract

The management of quality is not new, although in some circles it is viewed as a faded star. Nevertheless, the quality concept is becoming increasingly important as globalization marches on. Other companies have demonstrated that continuous improvement can be used as a strategic tool. Several multinational companies have successfully introduced quality systems into their operations.

Details

Strategic Direction, vol. 18 no. 1
Type: Research Article
ISSN: 0258-0543

Keywords

Article
Publication date: 1 October 2003

Harry Boer

Introduces the special issue of the papers presented at the 9th International EurOMA Conference, 2‐4 June 2002, Copenhagen, Denmark. The articles represent the wide variety of…

4585

Abstract

Introduces the special issue of the papers presented at the 9th International EurOMA Conference, 2‐4 June 2002, Copenhagen, Denmark. The articles represent the wide variety of topics presented at the conference and also a common theme: “mew challenges in operations management”.

Details

International Journal of Operations & Production Management, vol. 23 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Content available
Article
Publication date: 6 February 2009

2165

Abstract

Details

International Journal of Operations & Production Management, vol. 29 no. 2
Type: Research Article
ISSN: 0144-3577

Content available
Article
Publication date: 1 January 2013

1374

Abstract

Details

Journal of Manufacturing Technology Management, vol. 24 no. 1
Type: Research Article
ISSN: 1741-038X

1 – 10 of 21