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The operating targets of the Next European Torus (NET) vary over the planned physics and technology phases of operation, which will be cyclic and dynamic. Using the Dynamic Systems Simulation Language a model is described which mimics the cyclic behaviour of the NET over the technology phase together with its dynamic behaviour. The simulation model represents a methodology that can be used to evaluate the reliability, availability and performance of the NET. A number of case studies are presented to demonstrate the underlying philosophy of the approach.

There are a number of major prerequisites in the planning, design and operation of all manufacturing systems. These include resource planning, production flow analysis and reliability assessment. The application of these methods form an integral part of an overall feasibility study, the result of which leads to a desired system configuration. Analytical techniques have been employed as corrective tools to amend proposed configurations in an iterative manner. Their role is to reduce the host of initial options that are proposed, thereby arriving at the optimum. There are two main shortcomings with these traditional analytical procedures. Firstly, the complex algorithms formulated are inflexible and dedicated to particular measures of performance. Secondly, they are generally used independently and this gives untold problems for integration within the iterative procedure. These problems are further exacerbated by the diversity of interdependent features associated with flexible batch manufacturing environment, and by external perturbations that can break‐down their steady state characteristics. There is a major need for a robust tool to be established that forms a coherent manufacturing control strategy and will minimise the effect of disturbances on the performance of manufacturing systems. The achievement of this in real‐time by an intelligent‐based package is a tall order. The formation of an expert system off‐line, however, is quite feasible. Such a system using discrete‐change simulation is formulated. The method encompasses production flow control as well as reliability prediction analysis. The established methodology is then applied to a real industrial system to configure the most appropriate operational philosophy over any desired production period.

One of the most challenging problems facing industrial engineers concerns the design and operational planning of today′s sophisticated production systems. The need for a detailed quantitative analysis is far more apparent than ever before. The application of discrete‐event simulation has been growing rapidly in the analysis of production systems. This is because no other quantitative methods can provide the flexibility, realism and predictive accuracy offered by the simulation technique. Although the important role that simulation can play in analysing production systems has now been generally realised, its use is not necessarily straightforward. The successful implementation of simulation projects usually depends on several factors which include, inter alia, the availability of simulation expertise and the ability of the available simulation software to model readily and accurately the environment under consideration. The areas of production systems where simulation can be applied are outlined. The essential considerations which must be studied when applying simulation are also discussed. An overview of simulation modelling environments that are currently used is then taken. Recommendations for future work of importance from the system analysis viewpoint are highlighted.

The paper aims to question the post‐rational observations and traditional constructions of strategy in terms of what they achieve and what they fail to achieve, and seeks to reconstruct strategy as a multi‐dimensional, dynamic concept.

For this purpose, the study uses and interrelates the dualities between continuity principle and discontinuity principle, knowledge and imagination, opportunity exploitation and opportunity exploration, and conformist innovation and deviant innovation. The paper makes explicit, through the notion of performance paradox, the context for the framework that results from the mutual relation of these four dualities.

The paper finds that failure to understand these dualities and their interrelatedness will ensure that strategy will remain largely an illusive, unexplained and rhetorical concept. It demonstrates that the greatest benefit of understanding these dualities and their interrelatedness is that it can show how organisations should be by illuminating who they might be.

The paper identifies opportunities for innovation, research and reflection by establishing the need for balancing the seemingly conflicting opposites of these interrelated dualities and ways in which they can be located on their strengths.

The paper suggests that the understanding that emerges from the treatment of strategy as a multi‐dimensional, dynamic construct, allows organisations to align the corporate, business and functional dimensions more effectively in making progress and receiving more in terms of the results they want to achieve.

The paper introduces a radical shift in thinking, arguing for a move away from simplified, unbalanced, static constructions of strategy that focus on one‐dimensionality, asymmetry and post‐rationalisation.

Sound design, planning and monitoring is critical to the operational and financial success of today′s sophisticated manufacturing and non‐manufacturing systems. Owing to their increasing complexity, discrete‐event simulation is becoming the most acceptable tool to aid planning the design and management of production and operations. This growing acceptance has led to the development of many simulators. Two fundamental criteria enable assessment of the suitability of these simulations in complex environments. First, the sophistication of their modelling capability to handle a wide range of problematic situations and second, ease of use. These two considerations, however, tend to conflict; resulting in flexible simulators being difficult to use and vice versa. DSSL II is an advanced simulation methodology with a well defined and user‐friendly modelling strategy. It has been devised to offer a versatile approach in modelling today′s sophisticated systems and policies. Features incorporated include a schematic modelling concept to represent the operational logic of systems, a set of software modules and an associated logical structure. Using the logical structure, the modules are combined to transform the concept of the schematic model into a representative computer program. Using DSSL II, models of manufacturing and non‐manufacturing systems are constructed readily to provide accurate and trustworthy answers to essential “what‐if” questions posed by decision makers, to determine which out of several scenarios would be the most appropriate. The purpose of this paper is to present the concepts and techniques employed by DSSL II. A simple case study and an example of a real industrial application are given in order to demonstrate its features and potential.

The usefulness of the literature is questioned in terms of influencing and transmitting leadership behaviour. The limitations of literature as a literary form are exposed. It is shown that leadership can only be experienced and not acted nor emulated in the form of an artificial behaviour. By examining the consumers of leadership literature, it is demonstrated that the providers are satisfying their wants. Any weaknesses in the medium and the failure of developing a leadership technology are acceptable to the consumers. It is shown that identity, technology and leadership are strongly interrelated and that the new form of leadership which is evolving in the emerging era of discontinuous change emphasises identity creation.

The aim of the study was to examine the use of Porter’s generic strategies and their effect on performance in the context of the Slovak hospital industry. Using mail survey the study first identified the natural taxonomy of four strategic types of Slovak hospitals, based on their use of Porter’s generic strategies in pure form and in combination. Next the study examined whether different strategic types were associated with different levels of organisational performance, while controlling for such variables as size and location, which have been argued to influence the hospital performance. The findings indicate that hospitals which follow a “stuck‐in‐the‐middle” strategy, in general, have superior performance on all used performance measures, while hospitals that place only low emphasis on cost leadership, differentiation and focus, labelled “wait and see” in this study, perform the poorest. The study concludes that the research provided body of knowledge relevant for the Slovak hospital industry, that may be used by hospital managers in the strategy formulation process as well as by the researches in exploring the influence of different contingencies on hospitals’ strategic orientation.

With the increasing level of competition in many competitive environments, a body of research regards the ability to formulate and implement a formulated strategy as an equally important source of competitive advantage. The rate of change in both internal and external environments of manufacturing firms is increasing, which necessitates that increased attention be paid to strategic planning and strategy formulation. This paper reviews the concepts of strategy, strategic planning and strategy formulation. It then discusses the common strategy determinants and describes the characteristics of several planning frameworks and methodologies. A conceptual synergy model for strategy formulation is proposed, and its features and characteristics are presented along with a discussion of its applicability in manufacturing enterprises.

Performance management can play an important role in the implementation of strategic change, by aligning employees’ mindsets and behavior with organizational goals. However, the ways in which employees react to change efforts aided by performance management practices are far from straight-forward. In this chapter, we develop a conceptual framework for understanding employees’ reactions to strategic change as a consequence of their occupational identities and their performance management outcome. We further apply the framework to an empirical study of a strategic change initiative in a school organization that was supported by a new performance management practice. We show how variations in perceived identity threat translate into four distinct patterns of emotional and behavioral reactions, where only one represents whole-hearted change acceptance. The study contributes to our understanding of individual- and group-level heterogeneity in reactions to strategic change, and also to a more nuanced conception of identity threat.