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This study aims to present an integrated framework and investigate the enabling roles of governance mechanisms (i.e. contract, interdependence, trust and communication) in the choice of effective conflict resolution strategies (CRS) that in turn facilitate buyer–supplier relationship (BSR) performance.

Using Web-survey, data are collected from 170 Finnish small- and medium-sized enterprises that have key relationships with suppliers. This study uses structural equation modeling to test the research framework and hypotheses of the study.

The results based on empirical evidence demonstrate how the firms’ choice of CRS depends on the governance mechanisms. The problem solving approach is the most preferable choice, while the legalistic approach remains the last resort influenced by different governance mechanisms. Interdependence and trust between firms drive them to compromise while resolving inter-organizational conflicts. The selected strategies by firms may also either reinforce or deteriorate relationship performance.

Supply chain managers should recognize the context in which these choices of CRS are made, as it guides them to anticipate their partner’s behavior as well as influences their strategy choice decisions when coping with conflicts. A trustworthy environment supports in providing a certain level of confidence while interdependency drives firms to compromise. The legalistic strategy can hurt the partner’s feelings and diminish relationship performance.

Conflicts in BSR have become inevitable, but the existing literature is missing evidence on how companies use CRS to enhance relationship performance. Hence, this study differs from those of earlier conflict studies, as it provides a more integrative perspective of buyer–supplier conflict resolution process. This study argues that relationship governance mechanisms can be connected to the choice of effective CRS when tensions arise. Moreover, by assessing the relationship between CRS and relationship performance, this study offers valuable insights to understand that effective strategies enable partners to mutually adapt constructive approaches that facilitate cooperative behavior and accommodate both parties’ interests and needs.

The purpose of this paper is to study the operational competitiveness and identify the development route of Chinese high‐tech manufacturing companies by comparing with other similar international manufacturing companies of global manufacturing strategies database.

The preliminary analytical models for competitiveness analysis are used to analyze the operational competitiveness strategies in three different types of Chinese high‐tech manufacturing companies based on the weights of the multi‐criteria manufacturing strategies, which are calculated using analytic hierarchy process method. Benchmarking between case companies and leading companies of prospector, analyzer and defender groups is applied to evaluate the manufacturing strategies further.

As a result of the case studies, it is possible to understand operational competitiveness manufacturing strategies for the case companies, to show one development route for Chinese high‐tech manufacturing companies to be competitive in their markets.

Chinese high‐tech manufacturing companies have their own operational strategies in different development phase. The different weights of important factors such as quality, cost, time and flexibility make the case companies to have some advantages in prospector, analyzer and defender. The preliminary analytical models are effective for Chinese high‐tech manufacturing companies to calculate their operational competitiveness under the influence of Chinese culture and macro‐control.

Benchmarking of operational competitiveness is presented to evaluate the manufacturing strategies in this paper. One development route of Chinese high‐tech manufacturing companies, which is under the influence of Chinese culture and macro‐control, is promoted.

The purpose of this paper is to study multifocused global manufacturing strategies under the influence of “China effect” taking the dynamic, complex and situational business strategies into account.

This study compares the competitive priorities of manufacturing strategies in four different types of companies with some international comparisons and one longitudinal case study for benchmarking. The analytical hierarchy process method also made it possible to compare inconsistencies in the answers between the companies.

As a result of these case studies, it is possible to understand the competitive priorities of manufacturing strategies for the case companies, to show the other companies the route for developments.

All four types of companies should grow internationally and utilize the developing countries as a means of lowering costs. Each type of company has its own special strategies to suit their markets. Companies in Western countries should utilize multifocused manufacturing strategies based on their business strategy in a holistic way, e.g. through responsiveness, agility and leanness concept, and to specialize through quality, e.g. by differentiating product and service technology for global high dynamic and complex business. Global sourcing in purchasing shall also be more and more used effectively for cost and productivity competitiveness.

The development steps, from technology specialist to problem solver, are proposed in this paper. Human resources have to be trained to be more “dynamic engineers,” all the time more also in industrial engineering and management.

Researchers are keenly searching methods of analyzing, developing and implementing multi‐focused strategies. This is a challenging task because they are quite difficult to structure and, therefore, to assimilate. This study aims to present a new method that can be used further to assist decision‐makers in analyzing, evaluating and structuring strategies.

In this constructive case study, an illustrative sand cone model of the different levels and their relative importance ratings is developed using the AHP method. In total, 21 experts in strategies and tactics were involved in the three‐stage model development process.

With the help of this visualization model, implementation of a multi‐focused strategy in the case study organization was found to have a better fit for strategic decision making.

This is a unique research paper.

To propose a structured framework for measuring white‐collar workforce.

The proposed framework, designated as the multi‐dimension measurement process or the MDMP, is based on the nature of white‐collar work as well as on the strengths of current measurement techniques such as Zigon's. The experiment on comparing the MDMP with several techniques was conducted. The analytic hierarchical process (AHP) has been adopted to determine the usefulness and applicability of the MDMP. The follow‐up discussions with the participants and the surveys to external experts have also been made.

The research results imply potential usefulness and applications for the MDMP. Relatively to others, the MDMP has performed very highly with the set of prioritized criteria (from the AHP) that is used for this comparison, e.g. reliability, strategic congruence, measurement coverage, and user acceptance. Based on this experiment, the MDMP appears to ensure the alignment between strategies and measurement, and also to gain the acceptance by both workers and supervisors.

Given the small size (16 participants) and the limited scope (participants mainly from the accounting and finance areas), it is not possible to provide a definite conclusion on the effectiveness of the MDMP. More experiments and tests will be needed to determine the level of the MDMP generalization.

A basis or a starting point to help develop a tool that can be used to measure white‐collar workforce.

This research incorporates several aspects relating to the work performed by white‐collar workforce from outputs/outcomes, skills, behavior, and organizational goals. The needs to develop the framework that measures and captures the performance of white‐collar workforce have been cited by several sources for many years. The focus on measuring the workforce level is mainly for appraisal/administrative purposes. As a result, the information may not reflect all aspects relating to the white‐collar work.

This paper focuses on decision making related to the use of strategic inventory allocation in product platform design. The purpose of the paper is to present a novel approach to managing product variety by considering product and manufacturing strategy, and considering the supply chain benefits.

Discrete event simulation is used for analyzing product platform performance in terms of inventory level and throughput. Simulation parameters such as lead times and safety stock allocation are optimized by using an analytical model of strategic safety stock allocation.

The results show that strategic safety stock allocation supports product platform strategy by increasing production output, and reducing inventory level and customer order queues at a higher level of product variety.

Linking the safety stock allocation and product platform strategy facilitates simultaneous product and process design by providing the most optimum platform strategy at minimum safety stock allocation.

Strategic safety stock allocation facilitates decision making with regard to lean strategy by reducing inventory level, agile strategy by increasing the amount of product variety and outputs, and responsiveness by reducing the number of customer order queues.

The paper presents an innovative customer order decoupling point decision.

Projects almost invariably involve a variety of diversely skilled people from different national, organisational, and professional cultural backgrounds. These people come together for a specific period of time to accomplish certain unique, unpredictable, and complex objectives. These distinctive characteristics mean that project‐based firms require a particular approach to knowledge management (KM) and learning activities that differs significantly from prevailing strategies. This paper aims to explore the way in which these distinctive cultural issues (national, organisational, and professional) influence KM in project‐based firms.

The paper first looks at the general issues of KM and the “learning organisation”. Second, the study discusses the more specific issue of KM in project‐based firms. Third, the paper explores national, organisational, and professional cultures in the context of project‐based business. Finally, the paper draws the three preceding sections together to discuss the managerial implications of dealing with cultural issues in fostering KM in project‐based firms.

It is apparent that culture has a most significant influence on the KM capability of an organisation. The moral and budgetary support of senior management is essential for the success of any KM plan in project‐based business.

This paper puts forward a conceptually grounded argument by stressing on cultural complexities to KM and learning in project environments. The key cultural issues highlighted here need to be empirically tested in future studies.

At the organisational level, people and processes must be the first priority for project managers who wish to nurture a “KM culture” in project‐based business. At the team level, the project manager can help to create a team culture conducive to KM by transmitting appropriate values and beliefs to the team members.

The paper helps practitioners and academics to understand the complexities of cultural issues during KM initiatives in the context of improving project performance.

The purpose of this paper is to investigate the relationship between quality management practice and labor productivity in labor-intensive manufacturing companies in a developing nation and benchmark with the world average.

Primary and secondary data were collected from 34 selected companies. The primary data were obtained using a questionnaire survey to determine the quality management adoption level of each company using the European Business Excellence Model. Secondary data also collected in order to compute labor productivity of each organization and benchmark with international norms.

In this research, labor productivity is measured by revenues per employee and total assets per employee and found that adopting quality management has strong relationships with revenue per employee unlike total asset per employee that is weakly related.

Several authors suggest a positive relationship between adoption quality management principles and productivity in large organizations located in developed countries. However, this paper particularly focuses on labor productivity of labor-intensive companies.

To address multiple problems facing a company's top management with respect to the customer satisfaction survey. Is the customer satisfaction survey still suitable after many years of use? What method should be applied to help ensure better utilization of information from the customer satisfaction survey? Should the three aspects (i.e. quality, delivery, and responsiveness) representing the customer satisfaction continue to be used as part of the survey's main contents. As an ISO 9001: 2000 certified company, the customer satisfaction survey is required.

A method was proposed to help integrate the survey results with other key performance indicators (or ratios). This integration represented the verification effort on the suitability of the customer satisfaction survey. The examinations into the interrelationships between these three aspects the company's performance indicators included three perspectives. They were: no time‐factor consideration; one‐period time‐lag factor; and two‐period time‐lag factor. The set of key performance indicators was selected jointly with the company's top management.

The findings indicated that the quality and responsiveness aspects were still suitable. This was because these results were closely related to the production volumes, number of customer complaints, number of customers, and, etc. Therefore, the revision of the customer satisfaction survey needed to focus on adding other aspects such as flexibility and courtesy while doing away with the delivery aspect.

The proposed method, and its findings and recommendations received positive responses from the company's top management. This method utilized and related existing performance information in an integrated manner.

This study generated a potential approach to understand and to help interpret the customer satisfaction survey's results, to boost the utilization of relevant performance information, and likely to assist in a target‐setting process during a planning session.