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The purpose of this paper is to develop a novel training material for the performance indicator overall equipment effectiveness (OEE) in the form of a game-based learning (GBL) approach to be used in Industry and University context. The paper will present the development of the game as well as results from tests of the game with Industry employees and University students.

The data that are used in the game have been acquired from real OEE data logs of a reference company. The game has been refined iteratively using feedback from the participants of the tests.

The paper presents the game with its components and learning objectives. A comparison of various theoretical factors on GBL and the novel training material is performed and future improvements are suggested.

The game has been developed based on OEE data logs from only one reference company.

The training material and specifically the game can be used to train Industrial workers and University students to better envision OEE as a performance indicator.

Serious games on lean manufacturing have been developed and played for a long time. While some of these games include OEE as an important result parameter, none really demonstrates how it is measured and analyzed.

The purpose of the study is to test if it, by the use of a survey methodology, is possible to measure managers' awareness on, and specifically if there exist preconceived beliefs on, overall equipment effectiveness (OEE) results. The paper presents the design of the survey methodology as well as a test of the survey in one case company.

Actual OEE logs from a case company are collected and a survey on the data is designed and managers at the same case company are asked to answer the survey. The survey results are followed-up by an interview study in order to get deeper insights to both the results of the survey as well as the OEE strategy at the case company.

The findings show that the managers at this particular case company, on a general level, does not suffer too much from preconceived beliefs. However, it is clear that the managers have a preconceived belief that lack of material is logged as a loss much more often than what it actually is.

The test has only been performed with data from one case company within the automotive manufacturing industry and only the managers at that case company has been active in the test.

The survey methodology can be replicated and used by other companies to find out how aware their employees are on their OEE results and if possible preconceived beliefs exists.

To the authors' knowledge, this is the first attempt at measuring if preconceived beliefs on OEE results exist.

The purpose of this paper is to exemplify and discuss the potential in strategic maintenance development.

This paper is based on a three‐year industrial case study, conducted in three different companies within manufacturing industry.

All three companies have showed substantial improvements in the chosen maintenance related KPIs. Further, the management has increased the insight on maintenance as a contributor to company competitiveness.

None of the companies has used any financial KPI for their strategic maintenance development. It would be of future interest to study the concept Cost of Poor Maintenance as an evaluation tool for strategic maintenance development.

This study exemplifies the potential of strategic maintenance development in manufacturing industry.

This paper shows the results from three years of formulation, implementation, and evaluation of maintenance strategies.

This study aims to examine the critical role of types of coopetition (upstream/downstream), market structure (concentrated/competitive) and innovation (low vs high degree of innovation) that can affect the way consumers perceive the resulting price (un)fairness of new offerings.

Three between-subjects experiments involving different participant populations and product categories were conducted to test the research hypotheses.

The valence of the effect of types of coopetition (upstream/downstream) on price fairness is conditional on the market structure and the degree of innovation associated with the new product offering. Downstream (as opposed to upstream) coopetition is much more detrimental to perceptions of price fairness in a concentrated market than in a competitive and fragmented market. However, within a competitive market, downstream coopetition may lead to greater price fairness perception than upstream coopetition when the new product offering is highly innovative.

The current study uses lab experiments with fictitious scenarios and focuses on two moderating variables: market structure and innovation perceptions. Future research may use field experiments and explore additional moderating variables that may annihilate the negative effect of downstream coopetition on price fairness perception, especially in a concentrated market.

In concentrated markets, firms should opt for upstream rather than downstream coopetition to limit the negative effect the announcement of coopetition has on price fairness evaluation. However, within a competitive market, when the new product offering resulting from coopetition is associated with a high perceived degree of innovation, firms should opt for downstream rather than upstream coopetition because of its positive impact on price fairness evaluation.

To the best of authors’ knowledge, this study is the first to demonstrate that new product development from coopetition has important implications for the perception of price fairness, leading to positive or negative effects depending on market structure and the degree of innovation of the new product offering. It then explores the conditions under which types of coopetition (upstream/downstream) might backfire.

The purpose of this study is to investigate the antecedents and the conditions of coopetition at the inter-organizational level.

This study is based on survey research methodology and analyzes the data from 138 companies regarding the antecedents and the conditions of their coopetition.

The results indicate that the interdependence between partners (i.e. the antecedent) positively affects interfirm coopetition, and that this relationship is contingent on the joint occurrence of opportunism (a behavioral condition) and technology uncertainty (a contextual condition). Specifically, highly interdependent firms are more likely to be involved in a coopetitive relationship when both opportunism and technology uncertainty are high. Interestingly, the authors’ data also show that opportunism or technology uncertainty alone may not be adequate in moderating the interdependence–coopetition relationship.

This study contributes to the current literature in two meaningful ways. First, it empirically examines interdependence as a potential antecedent of interfirm coopetition. Second, it improves our understanding of the behavioral and contextual conditions that facilitate the formation of coopetitive relationships by examining the moderating roles of opportunisms and technology uncertainty in the relationship between interdependence and interfirm coopetition. The limitations of this study lie in its confined method of cross-sectional survey from the focal firm’s perspective. Future research may advance beyond this study through experimental and/or longitudinal research designs.

This study provides managers with two important practical insights in coopetition management. First, the findings suggest a two-step approach to help a firm assess and manage the level of coopetition in its relationship with a business partner. In addition, the findings provide a counterintuitive suggestion to managers that the joint conditions of high opportunism and high technology uncertainty indeed prime the relationship for the rise of coopetition, provided that managerial efforts are made to somewhat increase the level of interdependence in the relationship.

Despite the growing number of studies on coopetition, research still lacks knowledge about the antecedents and the conditions of inter-organizational coopetition, and this study aims to fill this gap.

In this chapter, we empirically investigate an important question of “how does knowledge sharing and knowledge leakage impact the alliance performance in dyadic coopetitive alliance settings that involve small- and medium-sized enterprises (SMEs).” Taking the perspective of the focal SME to address this question, we posit that while knowledge sharing positively associates with alliance performance, inadvertent knowledge leakage is negatively related to performance. We further postulate that under the conditions of high knowledge leakage, the positive impacts of knowledge sharing on performance would be reduced. Our structural model results based on a survey of 186 SMEs in the high-tech and knowledge-intensive industries in Sweden show support for two of the hypothesized relationships. More specifically, the results show that knowledge sharing has a positive effect on alliance performance but knowledge leakage has an insignificant direct effect on performance. However, knowledge leakage plays a negative moderating role on the relationship between knowledge sharing and performance. We contribute by demonstrating the effects of knowledge sharing and leakage in under-researched but important dyadic one-to-one coopetitive alliances involving SMEs.

The purpose of this paper is to report on an analysis of direct age discrimination cases by the Court of Justice of the European Union (CJEU) and the UK courts and employment tribunals over an 11-year period. The paper focusses upon age stereotyping towards older workers and analyses whether it is endorsed at the European level and/or national level.

This research has analysed a sample of 100 employment tribunal judgments concerning direct age discrimination together with 28 CJEU decisions on direct age discrimination.

This paper highlights that there are a number of cases in which age stereotyping has been endorsed at the CJEU level. By contrast, the UK courts and employment tribunals have adopted a more robust approach.

The main limitation is that it only considers case law from the European Court and the influence on the UK case law, without analysing the eventual decisions of the other EU member states.

The paper contributes to the debate with regard to the approach of the CJEU and the UK courts and employment tribunals in tackling age stereotyping and is the first to examine the influence the CJEU decisions has had on the UK jurisprudence over the period studied.

The motivations behind co-branding alliances, the differences in performance between the paired brands and the emergence of “spillover effects” have been pillars of the marketing research agenda for almost three decades. We observe an extensive number of studies on co-branding alliances, combined with multiple theoretical perspectives and empirical approaches informing extant literature. The purpose of this paper is to summarize of the state of the art of this research.

The authors offer a systematic literature review of 190 papers on co-branding alliances. The authors portray a picture of the theories informing co-branding research and build a conceptual framework that summarizes the concepts and variables used in this literature. Finally, 11 interviews with managers and consultants of European firms help to reveal potential problems in practice and needs that are not captured by previous studies.

The authors develop a map of theories used to investigate co-branding alliances and build a conceptual framework linking motivations, co-branding alliance implementation and outputs. Finally, the authors propose a structured research agenda.

The main implication relies on the structured research agenda.

Practical implications include the identification of the variables and dimensions involved in a brand alliance to exploit the strengths and moderate the weaknesses of a brand.

This paper highlights how co-branding is embedded in different contexts and dimensions regarding both firms and consumers. The two maps presented in this study underscore the interdependence among such dimensions. The authors interview marketing experts to validate the conceptual framework and to help us extract the managerial implications that stem from it.

The purpose of this paper is to propose a new assessment tool for Leagility.

This research was carried out to systematically propose the operational activities of Leagile supply chains (SCs) with regard to SC drivers. Particularly, SC logistic (facility, transportation and inventory) and cross-functional drivers (information, sourcing and pricing) were selected to classify all operational activities of Leagile SCs.

This study proposed a new framework to evaluate the operational activities of Leagile SCs. Operational activities of Leagile supply chain strategy were determined and categorized with regard to SC drivers. These activities were ranked using an analytic hierarchy process and were then categorized using a cycle view of SC.

This study contributed in proposing operational activities of Leagile SC based on its major drivers. The result of this study assist managers, scholars and practitioners to construct new Leagile SCs or assess their Leagility level.

This paper aims to provide a comprehensive overview of the motives, structure and performance attributes of horizontal cooperations between logistics service providers (LSPs). Based on an analytical classification model, distinctive types of logistics cooperation that characterize the logistics landscape are identified.

Empirical data were collected on horizontal LSP cooperations from managers of German LSPs. Different uni‐ and multi‐variate statistical methods including ANOVA and cluster analysis were applied to the dataset of 226 cooperations for a total of 6,081 involved parties.

Horizontal cooperations with other LSPs are an organizational form used by 57 percent of LSPs. Cooperation decisions are substantially driven by external market objectives. Six distinctive types of cooperation are identified. They reveal the dominance of multi‐lateral and international networks that are mainly based on contractual agreements. There is a clear preference for partners with similar market competencies and for strong functional integration. Despite its inherent complexity, performance of these cooperations is high – its less than 19 percent failure rate makes these cooperations substantially more stable than cooperations within manufacturing industries.

This study is limited to an exploratory, descriptive approach in providing a sound understanding of the cooperation landscape.

The findings contribute transparency to horizontal LSP cooperations and a common understanding of their idiosyncrasies. The conclusions help logistics managers to position themselves better within the cooperation landscape. Further, the analyses offer managers a conceptual classification of horizontal LSP cooperations and some guidance on how to structure their individual LSP cooperations more successfully.

This paper is the first empirical study that defines the types of cooperation that comprise the logistics cooperation landscape. The analysis integrates a holistic perspective of their contractual, organizational, functional, geographical, service and resource scope and matches them with underlying motives and performance attributes.