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The purpose of this paper is to test Chandler’s dictum that “unless structure follows strategy, inefficiency results” (Chandler, 1962, p. 314) by assessing the continuing efforts to align structure with strategy in the automobile industry from the turn of the century through the 1980s.

The historical analysis utilized conceptual mediation and moderation methodologies wherein the impacts of strategy on structure were mediated by their impacts on coordination and control, and moderated by external conditions such as uncertainty, variability, interdependence and asset specificity.

The findings demonstrate that structure followed differing strategies at General Motors, Ford and Chrysler, and provide strong support for Chandler’s dictum. The findings demonstrate the difficulties of maintaining alignment of strategy and structure with changes in the external competitive environment, and the severe consequences of a misalignment of strategy and structure. The findings also demonstrate that structure alone is not sufficient to implement strategy effectively, and that firms must judiciously utilize both internal firm and external market coordinating and control mechanisms to optimize performance.

Limitations include that this is a study of a single industry over an extended, but specific time period.

Generalization is limited by a study of a single industry, but there are numerous implications for organizational design and strategy implementation that are not industry-specific.

Chandler’s dictum is often cited, but this is one of very few studies that demonstrate the relationship between specific organizational designs and company strategies, and the consequences of misaligning strategy and structure.

South African motor manufacturers should find ways to improve their performance management systems to ensure survival in the face of strong competition in the market. The main objective of this study is to evaluate the industry’s approach to performance management and to make recommendations about a framework for performance management that can be implemented to obtain a competitive advantage. A well‐known instrument that proves to be highly effective in performance management is the balanced scorecard. This instrument manages performance on four distinct levels, namely from the financial perspective, the customer perspective, internal business processes and learning and growth. It is apparent from the results of this study that performance management is still very much a one‐way process, and that a lack of communication is the primary reason for unsatisfactory workforce performance. Furthermore, the majority of motor manufacturers consider the customer perspective as the most important of the four above‐mentioned perspectives. Motor manufacturers also disagree about the number of performance measures that need to be included in the performance management system, and the majority feel that both controllable and non‐controllable fixed costs must be included in the measurement of management performance. Shareholder value measures are also largely neglected in practice.

The purpose of this paper is to put forward a nvew reconfigurable multi-mode walking-rolling robot based on the single-loop closed-chain four-bar mechanism, and the robot can be changed to different modes according to the terrain.

Based on the topological analysis, singularity analysis, feasibility analysis, gait analysis and the motion strategy based on motor time-sharing control, the paper theoretically verified that the robot can switch between the four motion modes.

The robot integrates four-bar walking, self-deforming and four-bar and six-bar rolling modes. A series of simulation and prototype experiment results are presented to verify the feasibility of multiple motion modes of the robot.

The work presented in this paper provides a good theoretical basis for further exploration of multiple mode mobile robots. It is an attempt to design the multi-mode mobile robot based on single loop kinematotropic mechanisms. It is also a kind of exploration of the new unknown movement law.

Jos Sharp, internal communications manager, explains how global car manufacturer, General Motors, has developed an award‐winning employee motivation program.

This paper aims to address the broad question of how organizations capture value from foresight exercises. Through a comparative case analysis, this paper looks at what firms do to make the information usable and create value. It explores factors that cause different firms to respond differently to the same trends. It analyzes the passenger car segment of the automobile industry and the response of six major firms to fossil fuel and changing environmental regulations through an analysis of their policies and strategic activities, such as new product development. It finds foresight to be an important link between firm capabilities and environmental changes.

This paper adopts the case approach to capture the linkage between the issue and the context (Yin, 1994) and uses multiple cases to explore the variables by comparing and contrasting the cases on key aspects (Eisenhardt and Graebner, 2007). As the paper ' s objective is to understand the similarities and differences between dominant firms in the sector, it chooses through theoretical sampling, six firms that have a presence in all the major regions of the world – two each from the USA, Europe and Japan – Ford, General Motors, Volkswagen, Renault, Toyota and Honda. This sample represents the firms and regions traditionally strong in the passenger car industry.

Thus, it is seen that the relationship that was posited in the conceptual model between the goal of the firms, the vision of the future and the nature of products and approach to technology/competence development seems to be valid. However, in addition, the paper perceives that some additional linkages that link between foresight and the goals and vision of the future seem to be influenced by the extent of uncertainty. In addition, the decisions regarding portfolio of products and approaches to technology and competence development seem to be also influenced by the perception of existing competencies and the external competitive context.

This paper was based on multiple cases created out of secondary information, hence the constructs used are those which are perceived and stated.

The paper could help firms understand decisions related to technology choices in field involving high levels of uncertainty and competition.

This paper could improve learning processes from foresight exercises, and enable strategic decisions to be taken on these.

Thus, this paper has explored the linkages between what firms perceive and state, and what is reflected in their actions. It has looked at this linkage from the perspective of foresight, and the strategic perspective of the firm. It has come up with additional issues and questions that influence this relationship. These can inform future research in this domain.

Approaches for a miniaturisation of electrical machines that are based on an electromagnetic principle have to overcome numerous challenges. Some of these are only a result of the rules of growth (or shrinkage), some are a result of the micro technological fabrication processes. This paper aims to give an overview of the current state of the art including various examples of linear and rotating micro actuators that have been realised.

The paper presents details of further miniaturisation by using thin film technology for depositing and structuring soft magnetic and hard magnetic material as well as copper for conductors and insulation.

There are numerous limitations for the miniaturisation with respect to material properties, friction/guidance, etc. and this paper illustrates ways to overcome these limitations.

The paper presents a compact overview on the achievements gained in 12 years of research within a collaborative research centre of the German DFG.

The purpose of this paper is to present the optimal design of a low-cost interior permanent magnet (IPM) alternating current (AC) motor. It examines the influence of the permanent magnet (PM) materials, and proposes a simple and practical method of optimizing the air-gap field to achieve sinusoidal back electromotive force (EMF), and to reduce the cogging torque.

IPM AC motors with different magnet materials and various topologies are comparatively studied. Finite element method (FEM) is used to predict the performances of these designs. Material costs and manufacture costs are both taken into account. Finally, an optimized design is prototyped and tested, validating the design considerations.

In an IPM AC motor, even if the rotor outer profile is round, the air-gap field distribution can be fined, while the cogging torque can be significantly reduced, by properly shaping the stator tooth tips. Nevertheless, this technique is usually applicable to motor configurations with concentrated windings, but not to those with distributed windings.

While using ferrite magnets for PM AC motors with a kW power, interior magnets are usually inserted in V-shaped slots, and the rotor outer profile is often shaped in order to enhance the air-gap field distribution. However, such a rotor configuration usually increases the manufacture costs, and also deteriorates the consistency of mass production. Therefore, a new motor configuration with a round rotor outer profile and shaped stator tooth tips is proposed. It can not only overcome the aforementioned problems, but also improve the motor performance.

Marketing Management, Product Management, Marketing Strategy.

Bachelor of Business Studies, MBA, Executive MBA.

The case throws light on the intensely competitive Indian passenger car market and its unique challenges faced by Hyundai Motors India Limited (HMIL). It tries to capture the evolution of this dynamic industry, which is characterized by regular product launches and re-positioning efforts. The students are expected to assess the performance of HMIL and the success of its positioning efforts through multiple quantitative and qualitative data points given in the case. The students need to come up with recommendations whether, amidst intense competition, Government regulations and changing consumer expectations, HMIL should launch new products in its portfolio? If, yes, in which segments? And what should be the guiding philosophy behind such product launches?

The case is expected to guide students: 1. in comprehending the various macro-environmental factors that has made India an attractive passenger car market to invest and operate in, to virtually all multinational players across all segments; 2. in analyzing how the passenger car market is segmented in India; 3. in assessing the product-driven segment-wise performance by HMIL specifically and organizations in general and what are its implications on decision-making; this is indicative of the brand portfolio management based on BCG Brand/Product Portfolio Growth Share Matrix; 4. in assessing the impact of re-positioning on the firms performance judged before and after the re-positioning efforts by the firm; 5. in analyzing the market potential of SUVs and MUVs in India and whether HMIL should launch new products/brands for these segments; and 6. in deliberating on the guiding philosophy in new product launches around the concept of “Consumer Perceived Value”.

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CSS 8: Marketing.