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The construction industry has been criticized for not keeping up with other production industries in terms of cost efficiency, innovation, and production methods. The purpose of this paper is to contribute to the knowledge about what hampers efficiency in supplying engineer‐to‐order (ETO) joinery‐products to the construction process. The objective is to identify the main contributors to inefficiency and to define areas for innovation in improving this industry.

Case studies of the supply chain of a Swedish ETO joinery‐products supplier are carried out, and observations, semi‐structured interviews, and documents from these cases are analysed from an efficiency improvement perspective.

From a lean thinking and information modelling perspective, longer‐term procurement relations and efficient communication of information are the main areas of innovation for enhancing the efficiency of supplying ETO joinery‐products. It seems to be possible to make improvements in planning and coordination, assembly information, and spatial measuring through information modelling and spatial scanning technology. This is likely to result in an increased level of prefabrication, decreased assembly time, and increased predictability of on‐site work.

The role of supplying ETO joinery‐products is a novel research area in construction. There is a need to develop each segment of the manufacturing industry supplying construction and this paper contributes to the collective knowledge in this area. The focus is on the possibilities for innovation in the ETO joinery‐products industry and on its improved integration in the construction industry value chain in general.

An abridged version of the final report by the Paint Research Association on Department of the Environ‐ment Contract CR10184

The purpose is to analyze the impact of intellectual capital (IC) on export performance of firms and industries.

This research used value added intellectual coefficient (VAIC) to measure intellectual capital as an independent variable. An export performance, as dependent variable, was measured as growth of exports. The sample consisted of 134 firms in Bosnia and Herzegovina (B&H). Empirical analysis was done by linear regression analysis.

The results of regression analysis show a significant (p<0.01), positive influence of the value added intellectual coefficient and its components on the export growth in the sector of food and beverages and manufacturing of furniture and wood products in B&H. For other sectors there is no significant relation of independent and dependent variable.

The results correspond with the results of the EU project that determined competitive advantages of B&H by Michael Porter's methodology. Results of this research raise the possibility of further testing of the author's methodology, called the measurement of intellectual capital in export performance (MICEP) methodology, in determining the competitive advantages, because it took considerably less time and money than EU project methodology. Also, a strong influence of IC on the export performance of sectors with competitive advantages opens the way for industrial policies based on intellectual capital, not only in B&H, but in other countries.

This is the first research that has measured the impact of intellectual capital on export performance by using the VAIC methodology.

The existing literature emphasizes the strategic choices of core competencies/capabilities based on intangible and tangible resources, and the combination of these as the base for developing firm‐level strategies. However, little is known about the organizational structure, strategic orientation, and future goals of woodworking firms in the East‐European countries in transition. This paper aims to produce information contributing to these information needs regarding Northwest Russia (NWR).

The largest potential increase in both production of and demand for wood products is in Russia, and this paper examines the issue in a case study of 18 small‐ and medium‐sized wood industry companies in NWR using thematic semi‐structured personal interviews.

The results indicate that closeness to the main markets, good logistics connections and access to large markets, i.e. other than raw‐material related factors, are the main perceived sources of competitive advantage among the Northwest Russian woodworking firms. Intangible resources are valued over tangible assets in case companies.

The companies target to shifting their production from commodity products, towards more specialized products and focusing on increasing the exports to the European Union. This is likely to intensify competition in the international markets for wood products in the future.

The paper provides new information about forest industry small and medium‐sized wood industry enterprises and their current business environment in NWR.

Evidence from a study in Middlesborough is presented in favour of the proposition that an adequate analysis of domestic labour in modern society depends on taking into account its content and distribution. In particular, the characteristics of the gender division of domestic labour suggest the need for an integrated theoretical approach which draws on the insights of both Marxists, concerning the development of the capitalist mode of production and feminists concerning the operation and impact of patriarchy.

Without doubt, efforts to meet the training needs of industrial transport and distribution met with a very slow response from the starting blocks. The problem in the late 1960s — and into the early 1970s — was that transport was still regarded as a Cinderella function within companies; and a lot of work was needed before trade and industry generally accepted the importance, and even the necessity, of the training course. At the turn of the decade the Freight Transport Association, which looks after the interests of trade and industry, commissioned a training adviser to review the training needs of the industry mainly, at that time, centred on transport and distribution and to make recommendations upon the needs of member companies and the form that help should take. At that time the FTA had already staged two pilot courses, and had recognised that training was to be an important part of the future. Six years later, its own training centre was opened in May 1976. Now the training facilities are geared to the needs of management and executive staff with residential courses on transport management, industrial transport, labour relations aspects of transport and distribution, engineering management, and management in transport and distribution. In addition it stages ‘in company’ teach‐ins on a variety of subjects. The training centre is located adjacent to its headquarters at Hermes House, Tunbridge Wells.

Marketing and Strategy.

BA level.

The case deals with IKEA’s unique service experience, and the company’s plans to expand into India. The question that is dealt with primarily is, “Can IKEA successfully introduce and adapt its service experience to the Indian market”. IKEA’s service experience is critically explored, as well as the concept of “service” in India.

After studying the case, it is expected that students will have a better understanding of what is a “service experience”, as well as how it can give a company a competitive advantage. It is also expected that students will have a better understanding of the retail market and consumer behavior in India.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

The case study is presented of a small enterprise operating in the furniture industry in the East Midlands. To preserve business confidentiality the name of the company has been changed and sensitive financial information has been omitted at the company's request. The case study is designed to illustrate the operating context of the business and its relationship with the business support infrastructure. It is not an illustration of either good or bad management practice.

A compressed cycle time enables products to be manufactured more quickly and has the potential of locking in the most profitable customer. Applies time‐based process mapping (TBPM), a time compression technique, to a firm that operates in a resource‐based environment, and undertake detailed case studies. Analyses the firm's key supply chains and examine related strategic issues. Competitive forces analyses indicate that depleting supply, which is valuable, in an attractive industry affects considerably the time horizon of strategy formulation. Robust supply chains integration requires a good consideration of a firm's resources, capabilities and external environments. Both the industrial organisation and resource‐based view are important to sustain business timeliness and operations management. It seems, from the case studies, that in times of intense competition with shortages of resources, continued globalisation, and the fast and slow world divide, the integration of value chains and systems is an effective way of achieving business timeliness. Enabling yet effective strategies and technologies only come to their optimum with proper leadership – the interconnectivity of the time compression triangle.

The older Man. Employers are advised to judge a man on his ability and not his age in a report of the National Advisory Committee on the Employment of Older Men and Women. Acceptance of the principle that greater employment of older people should be encouraged is urged by the report which says that the increases in the proportion of older people will make greater production necessary for their maintenance and that if they retire their contribution to production will be lost. Again, it is suggested that with improved working conditions there may be a capacity for a longer working life.