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Viewing creativity through the theoretical lens of the resource‐based view, the paper attempts to answer a fundamental question: is design creativity a static or dynamic capability? If static, then firms need to acquire personnel who are already creative. If dynamic, then personnel's creative talents should be developed through training.

In an exploratory controlled experiment of 74 design engineers from ten firms, two forms of training emphasizing design creativity as static or dynamic capability were applied. Creative designs developed by the participants were judged by professionals inside each organization. Results were analyzed using structural equation modeling.

The exploratory findings support the notion that design creativity is a static capability. In tandem, support for design creativity as a dynamic capability, contingent upon personality traits is apparent. Training may help develop some people's creative skills.

Small sample size limited the ability to distinguish the significance of some effects. Further incubation time for training and an added evaluation step by the judges could have resulted in more apparent effects of training.

Finest candidates for recruitment and development may not be identified based on a limited set of characteristics. Selection should be based on a combination of criteria. To gain the most, training programs should be subject to the individuals' learning styles.

Design creativity should be considered as a static characteristic determined upon recruitment (buy), and as a dynamic one developed post hire (make). The exploratory findings suggest a combined buy and modify approach to design creativity.

The past three decades have seen the transformation of manufacturing involving its global dispersion and fragmentation. However, a number of recent developments appear to suggest that manufacturing may be entering a new era of flux that will impact the configuration of production around the globe. The purpose of this paper is to address the major emerging themes that may shape this configuration and concludes that most of them are still in their initial stages and are not likely to create a radical shift in the next few years in how manufacturing is configured around the world. These themes were presented in a special session on “Manufacturing in the World – Where Next?” at the 2013 EurOMA Conference in Dublin, Ireland.

The paper provides a series of perspectives on some key considerations pertaining to the future of manufacturing. An evaluation of their likely impact is offered and insights for the future of manufacturing are presented.

The importance of a focus on the extended manufacturing network is established. The need for customer engagement and a forward looking approach that extends to the immediate customer and beyond emerges as a consistent feature across the different perspectives presented in the paper. There is both the potential and need for the adoption of innovative business models on the part of manufacturers.

The paper presents in-depth perspectives from scholars in the field of manufacturing on the changing landscape of manufacturing. These perspectives culminate in a series of insights on the future of global manufacturing that inform future research agendas and help practitioners in formulating their manufacturing strategies.