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The purpose of the paper is to identify the main characteristics of vertical integration strategies and discuss the effects of those characteristics on companies' ability to compete. Using a sample of 316 parent companies, the study found that industry uncertainty affected companies' decisions regarding their levels of vertical integration, but not companies' decisions to change those levels. The study also suggests that a significant number of companies have disintegrated to become more competitive.

Most research of post-acquisition integration examines integration of individual business units. The research pays less attention to corporate level integration processes, by which we mean the standardization of integration routines and synchronization of integration activities across a firm’s business units. We argue that corporate level acquisition activities and post-acquisition integration processes strongly influence long term corporate performance, particularly as a firm which comprises interdependent business units becomes geographically diffuse. Acquisitions tend to increase system diversity and goal diversity across business units. Some goal diversity is beneficial, but excessive goal diversity and the existence of system diversity can reduce long run corporate performance by requiring greater managerial effort and increasing the opportunity cost of managerial efforts. The negative effects become stronger as a firm becomes geographically diffuse or if business units are interdependent. Firms that employ active corporate level integration processes – particularly firms that acquire frequently and have interdependent business units – can enhance the benefits and eliminate some of the problems of diversity.

The continued flow of immigrants in various countries, including Finland, has made it necessary to assess their level of integration for both academic and policy reasons. Despite the proliferation of multiple immigration integration indices, none of them are irreproachable. The indicators of integration levels are context-dependent. The index should also be both standardized to facilitate cross-comparative research and flexible to be relevant across multiple contexts. The choice of the unit of analysis also alters the definition of integration.

The main purpose of this study is to identify the indicators of immigration integration levels at the individual level in the Finnish context. Thereafter, a combined index identifying six types of integration measures – psychological, linguistic, economic, political, social and navigational – based on the Immigration Policy Lab (IPL) Integration Index, is administered to foreigners in Finland (N = 86). The sample consists of young (20–40), highly educated individuals, from 36 different countries who have migrated to Finland predominantly for family and study purposes.

The results show that immigrants who have stayed longer in Finland and are highly educated display higher levels of integration. Immigrants who are naturalized citizens display higher levels of integration across all dimensions. IPL Integration Index performs in the expected direction and can be applied across Finland in a larger random sample, after slight modifications, to increase generalizability. The study further suggests that Finnish immigration integration schemes focus excessively on macrolevel policies aiming at linguistic, economic and navigational integration of new immigrants at the cost of individual psychosocial integration of well-established immigrants.

The purpose of this paper is to develop a model to predict the antecedents of the integration level among marketing, logistics and production, considering the influence of formal and informal factors that generate integration and the existence of conflicts.

A survey of 179 participants from all regions of Brazil was conducted. A parsimonious model including four dimensions and 34 variables was developed through confirmatory factor analysis and structural equation modeling.

The field data corroborate studies dealing with the impact of various formal and informal integration factors on the cross-functional integration level as a construct. Furthermore, this paper concludes that the level of cross-functional can be defined as: the intensity of the relationship among internal functions which can be measured by the mutual existence of formal and informal factors and the absence of manifest conflicts.

The findings of this paper cannot be generalized because of the convenience sampling. Future research could apply a probabilistic sampling and try to explore other geographical settings in both national and international contexts.

The proposed model can generate important information for managers by pointing out variables that can predict the integration level and their impacts on the organizational performance. The paper concludes with examples about how the model could be useful in several practical situations.

This paper proposes a model with reasonable accuracy to predict the integration level and overcomes prior research limitations with respect to models to predict the antecedents of the integration level, particularly the role of conflicts in the integration processes.

The purpose of this paper is to analyze the application and the level of integration of internal and external audits in organizations that are registered to multiple management system standards.

Using descriptive analyses, this work examines the manner in which organizations, categorized in a previous study with respect to the degree of integration of their standardized management systems (MSs), apply and integrate the related MS audits. The sample included 435 Spanish organizations registered to ISO 9001: 2000 and ISO 14001: 2004 at the minimum.

It was found that organizations that exhibited a higher level of integration of their standardized MSs also demonstrated more highly‐integrated audits. In addition, the level of integration was generally higher for internal compared with the external audits.

The main limitation was related to the survey responses, because they were asked and obtained from the organizations' managers only, and not from the registrars or other external audit bodies.

The study contributes to a more comprehensive understanding of the usage of auditing systems in organizations, in particular the level of integration of internal and external MS audits relative to the integration of the corresponding MSs.

This paper aims to present and discuss the results of the assessment of maturity of facilities management (FM) industries (FMi) in five countries, namely, Denmark, Hong Kong, Norway, Tanzania and the UK. The analysis is based on the “Integrated Feeder Factors Framework (I3F)”. I3F analyses maturity by assessing the progression and integration of the key factors essential for the maturity of the FMi, which are organisations practice, supply market, education, professional bodies, research and business environment.

FM experts in respective countries were interviewed. Data were also gathered from official documents and websites. The collected evidences were analysed using pattern matching.

The FM industry in the five case study countries are found at various levels of maturity. The UK exhibited high levels of maturity compared to other countries. Norway, Hong Kong and Denmark were at the same level with some notable differences, while Tanzania was at the lowest level.

The research successfully tested the I3F. This sets foundation for assessing maturity of the FM industry at a country level. The assessment of maturity at a country level is important to FM stakeholders in charting out plans for its development and longevity.

This is the first research which has assessed the maturity of FMi in five countries using an I3F. The results show the strength and weaknesses of the FMi in the five countries and point out areas which require stakeholders’ efforts to be improved or maintained.

This paper records the research on human resources development associated with integrated manufacturing. The research is based on a survey in 18 countries. It is found that only parts of the human resources factors are significantly related to the level of computerised integration. It is also found that the level of integration and the development of human resources vary from country to country. However, the difference in human resources development is bigger than the differences in the level of integration. The country context may be another source for explaining the development of human resources. Future research on revealing the forces driving human resources development is suggested.

This paper aims to examine the use of unique identities (through radio frequency identification technology, bar codes and “human‐readable” labels) on packages and load carriers in Swedish manufacturing industries. The purpose is to investigate drivers behind the adoption, the perceived improvements and visions for the coming 2‐5 years. It also covers different methods for reading the identities, locations of identification in the supply chain and how the acquired information is utilised.

The paper uses the survey method. The survey instrument was developed in co‐operation with an expert group consisting of both researchers and industry representatives. The data were analysed using multivariate techniques.

The analysis shows that there are a number of distinct clusters of companies with similar drivers for the adoption of unique identification. Characteristics of companies in these clusters are described and compared. The analysis clarifies the essential roles of integration and information sharing to obtain logistical improvements.

To provide a more robust scientific justification of the survey results, in‐depth case studies should be carried out and similar studies could be conducted in other countries and/or industries.

Managers intending to implement unique identities need to understand the importance of having the right organisational motivation to succeed. Firms already using unique identities should note that the greater the integration and information sharing, the greater the number of improvements which could be obtained.

The study shows that there are links between the drivers behind the adoption of unique identities and the level of integration and improvements achieved. It also provides the current status of different identification methods in Swedish manufacturing industries.

In this paper, we analyze the heterogeneity of acquisition integration processes. Starting with the integration types laid down by Haspeslagh and Jemison (1991), we describe integration processes in terms of their integration level and their integration style. We analyze the postacquisition consequences of integration choice in terms of organizational management analysis, employee turnover, and communication and socialization problems. In a sample of 74 Spanish acquisitions, we demonstrate that management choices about integration level and integration style explain the more relevant consequences of the integration process. They have different consequences in terms of organizational management analysis, employee retention, and communication and socialization.

This paper sets out to empirically analyse the integration process that firms follow to implement supply chain management (SCM). This study has been inspired by the integration model proposed by Stevens.

Uses the survey method.

The results show that there are companies in three different integration stages. In stage I, companies are not integrated. In stage II, companies have a medium‐high level of internal integration in the logistics‐production interface, a low level of internal integration in the logistics‐marketing interface, and a medium level of external integration. And, in stage III, companies have high levels of integration in both internal interfaces and in some of their supply chain relationships.

First, only one side of the manufacturer‐retailer relationship was considered, and, second, there was a reduced number of cases in each cluster.

As firms' survival lies on integration, a good understanding of the integration process is a key aspect. In this subject, this study has a main implication for managers: in the integration process, firms must achieve a relatively high level of collaboration among internal functions before initiating any external integration.

The contribution of this study is to describe the integration process, comparing two levels of internal integration (logistics‐marketing and logistics‐production) and analysing the relationship between these internal integration levels and the level of external integration. Many studies consider internal or external integration from the logistics point of view, but very few consider both levels of integration simultaneously. This study differs from the existing literature in the fact that it explores the sequence of integration stages in an integration process.