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The materials planning (MP) environment sets the prerequisites for the MP process. Before and during production transfer and start-up (PTS) supply chain uncertainty of the MP environment increases, as the company goes from a known to an unknown situation. The purpose of this paper is to describe the impact of the MP environment on the MP process before and during PTS.

A conceptual framework describing the MP environment before and during PTS is developed and applied to one case of outsourcing from Sweden to China. The framework is based on a literature review and further evaluated by both researchers and managers.

A conceptual framework describing the dynamic MP environment before and during PTS has been developed compared to previously static MP environments descriptions. In addition, this framework proved to be useful in analysing the importance of various characteristics of the MP environment before and during PTS.

The study highlights the importance of a proactive approach to materials availability when transferring production. The conceptual framework developed here can be used as a checklist to identify the characteristics of the MP environment that are most important to ensuring materials availability.

The paper highlights the PTS when outsourcing, a substantial time frame with a large impact on success. This is an important contribution, given the focus of previous outsourcing research on strategic issues. Further, the paper demonstrates the differences between static and dynamic MP environments.

This paper aims to develop a procedure for preparing production transfers based on risk management principles. The procedure should help companies reduce the amount of supply chain disruptions during transfers and achieve their outsourcing/offshoring objectives.

The procedure was developed during a three-year Design Science study. First, a literature review and case studies were conducted to frame the research problem. Second, a preliminary procedure was developed based on preventive risk mitigation actions from the production transfer literature. Third, the procedure was implemented during an electronics-offshoring case and refined during workshops with the sender and receiver’s transfer personnel. Fourth, during a seminar, transfer practitioners verified the procedure by applying it to outsourcing/offshoring cases with which they had experience.

Most of the preventive actions were evaluated as relevant for the transfers the procedure was applied to, regardless of industry and relocation type. Moreover, the electronics-offshoring case showed that the success of a production transfer not only depends on the physical, knowledge and supply chain transfers, as presented in earlier research, but also on the administrative transfer and on the organisation, project and quality management actions. This paper also attempts to enhance the production transfer literature by clarifying transfer risk management.

The procedure can be used during the production transfer phase as a preparation procedure. Moreover, it informs the decision-making process during the relocation-decision and supplier-selection phases.

To the authors’ knowledge, this is the first production-transfer-preparation procedure based on risk management principles.

This paper enhances our understanding of how national culture impacts manufacturing performance (assembly speed, consistency between teams, etc.) during a production process move. The authors also investigate the efficacy of co-location as a strategy to enhance knowledge transfer from one organization to another.

To study the impact of national culture on production process moves, the authors develop and employ a team-based behavioral experiment within and between an individualist society (the United States) and a collectivist one (China). The authors also examine the impact of co-location on knowledge transfer effectiveness within and between these two unique cultures.

Interestingly, co-location has little impact on the performance of US recipient teams. Without co-location, Chinese recipient team performance lags significantly behind the US teams. However, firms can overcome these knowledge transfer challenges by co-locating source and recipient team members. These results suggest that firms should assess the national cultural context when considering co-location to manage their production move. There are contexts where co-location may be incredibly useful to facilitate an effective knowledge transfer (e.g. collectivist cultures like China) and contexts where this approach may not be as valuable (e.g. individualistic cultures such as the United States).

This research contributes to the academic literature in several ways. First, while past research demonstrates that national culture can be an essential barrier to information and knowledge sharing, this paper extends these findings showing that co-location may effectively overcome this barrier. After the authors offer and test the merits of co-location, they also establish the boundary conditions of this approach by showing that the effect of co-location on knowledge transfer is contingent on the cultural context. This contribution enhances our understanding of the relationship between national culture and knowledge sharing and has implications for managers developing approaches to transfer knowledge between cultures. Second, the authors develop and execute a novel cross-country experimental design. While cross-country experiments have been done before (e.g. Ozer et al. 2014, Kuwabara et al. 2007, etc.), it is still rare to see such experiments due to them being “technically difficult and costly” (Ozer et al. 2014, p. 2437). This research not only offer insights into how teams of people from individualist and collectivist societies send, receive and comprehend production knowledge. It also documents how these teams convert this knowledge into production results.

This paper explores the operationalization of production network coordination – the production transfer (PT) – and the relationships between transfer risk sources, preventive actions, supply chain disruptions, corrective actions and losses to better understand how to mitigate the risk and achieve an effective transfer process.

A longitudinal field study of a PT process from Norway to Spain was studied in depth for 25 months.

The paper presents the implications of three areas of importance for PT success: (1) how the transfer influences the plant roles, (2) the cross-locational management of the transfer project at the sender and receiver and (3) whether adapting the transferred production to the receiver's environment is an enabler or an inhibitor of transfer success.

The findings about how to mitigate the transfer risk and the frameworks of risk sources, supply chain disruptions, losses and preventive and corrective actions, along with the examples from the in-depth study, can aid the practitioners in managing PTs and achieving the relocation goals.

This is one of the first studies of PT, which is from the perspective of both transfer parties, and addresses both preventive and corrective actions and all the transfer phases. Moreover, this study addresses the operational aspects of production network coordination, which received limited attention in earlier research.

The purpose of this paper is to explore how the manufacturing and supply chain flexibility impact on the ability to transfer production between the units, i.e. production network coordination. To take advantage of available opportunities for different actors and locations, companies need to effectively transfer production.

The case studied was a transfer of production between The Netherlands and Sweden. The case was selected based on the opportunity it provided to perform a longitudinal study of an ongoing production transfer.

Different flexibility dimensions have different importance depending on the receiver or sender. A production transfer can be divided into four parts: knowledge, physical, administrative and supply chain transfer. The manufacturing flexibility have a high impact on the physical and knowledge transfer, the new product development dimension also have a major impact on the administrative transfer in combination with the supply chain flexibility dimension IT. The supply chain transfer was impacted by the supply chain flexibility dimensions except IT.

The paper presents a first step towards a tool for analysing the strength and weaknesses within units in relation to receiving/sending production. Furthermore, that the production transfer should be viewed as four parts with interdependencies help to identify the order of the transfer process.

This paper widens the flexibility concept to a network level. Furthermore, it describes the link between the strategic decision of coordination in the network and the operational ability of the network to accomplish this change.

The purpose of this paper is to explore how capability gaps can be identified and how they can be dealt with in aircraft technology transfers in future offset deals.

The study is based on lessons learned as identified from three case studies of technology transfers from Saab, a Swedish aircraft manufacturing company to South Africa, the Czech Republic, and India.

The capability gap between sender and receiver has to be dealt with on two levels: on an organizational level; and on an individual level. It is proposed that the disseminative capacity constitutes the ability to assess the capability gap between the sender and receiver, and to convert this assessment to adaptations of the product and production process to include in an industrialization process. On the individual level, the capability-raising activities were connected to employees’ knowledge, personal development plans for the transfer of explicit knowledge, as well as on-the-job training to facilitate the exchange of tacit knowledge.

The research is based on case studies from one company. Therefore, it is necessary to confirm the proposed propositions through new case studies in other contexts as well as through survey-based research.

The paper focusses on the context of offset and reports on actual experiences from a capability perspective of technology transfers within the aircraft manufacturing area. It proposes a structured way of identifying and bridging the capability gap within such transfers.

The purpose of this paper is to examine the presumed role played by foreign direct investment (FDI) in transferring technology from home country into a host country. This paper uses data from Albanian manufacturing industry; first, to examine whether foreign presence results in technology transfer and, if yes, what type of technology is more prevalent and to what extent? Second, the paper attempts to investigate the purported determinants of technology transfer.

The paper uses two main methodological approaches; first, the technology transfer was determined using an arithmetic index developed using simple arithmetic average. This index is determined using all the industries and taking six key components of technology into consideration. They included: products; production processes; technology and innovation; supplier and customers system; human resource management, training and reporting system; financial management, marketing and organizational structure. Second, assuming a limited dependent relationship between the variables and the technology transfer, a Tobit technique was proposed to examine the significant determinants of technology transfer. Technology transfer was proxied by the technology transfer index developed.

The results clearly demonstrate that FDI plays an important role in technology transfer and that notwithstanding the industrialization of Albania. As per the technology transfer index developed, product-related technology transfer ranked highest followed by the process-related technology. The Tobit results generated indicated that firm age, performance, absorptive capacity, labor mobility, innovation, demonstration effect and systematic support were all key determinants of technology transfer. Surprisingly, size of the firm did not seem to matter.

The results have possible managerial and policy ramifications. First, the government should continue to provide basic infrastructure. Second, the government needs to formulate policies focused on human capital accumulation. Third, policies should be focused on firm learning and innovation in order to build technological and absorptive capabilities. Moreover, there should be increased effort to facilitate and encourage R&D. Fourth, the government should coordinate and support the institutions especially those that play a crucial role in industrial investment promotion. Fifth, the government should encourage systemic interactions among different entities. Sixth, since high competition from foreign firms can crowd out domestic investment, strategic measures to regulate such competition should be enacted.

The novelty in this paper is the broad conceptualization of technology transfer to include not only the direct but also the indirect mode of technology transfer, which often takes place in the form of spillovers. The physical technology transfer, as well as, its actual impact in the economy is examined to ascertain that technology transfer indeed takes place. The analytical framework adopted overlaps international business, technology transfer and technological innovation literature strands to examine the holistic process of technology transfer.

The Brazilian textile industry has been facing fierce competition from low-cost imports from China and other Far East countries. To maintain their competitiveness in the local market, Brazilian companies have been adopting the product differentiation strategy. By using new technologies, they are able to develop new products with better quality at lower costs. With regard to new technologies, companies in the Brazilian textile industry have been using get-some and buy-some strategy, and international technology transfer (TT) has become an important part of their business strategies. However, due to lack of planning, many projects failed to achieve the desired results. This paper aims to provide theoretical insights and practical guidance on how textile firms could use a stage-gate model to enhance the effectiveness of their TT projects.

In order to investigate the TT practices in the Brazilian context, three issues are assessed. First, the paper evaluates the possibility of deploying TT practices used by firms in similar industries, to enhance the effectiveness of TT process. Second, it verifies whether it is possible for the textile firms to use a stage-gate model to manage their TT processes, using as a normative framework the stage-gate model proposed by Jagoda and Ramanathan and Jagoda et al. Finally, possible changes to the stage-gate model are evaluated to specifically fit the Brazilian textile sector. This step is accomplished through four case studies from the Brazilian textile industry.

The analyses of TT projects carried out by four companies show that there are many similarities and differences among the TT practices that are employed by the four companies that were investigated. The evaluation of the TT practices of the Brazilian textile companies against the stage-gate framework allowed authors to identify the gaps between the model and the TT practices of the companies investigated. Broader guidelines in adapting the stage-gate model to improve the TT process in the textile industry are discussed in the final part of this study.

The TT process in the Brazilian textile industry is not a widely investigated phenomenon; however, this process has been critical to enhancing Brazil's competitiveness. Thus, providing a better framework to support the TT process in the local textile sector could be relevant information for improving management action in the area.

The purpose of this study is to determine the relationships between technology transfer, innovation and firm performance.

The relationship between technology transfer, innovation and firm performance is examined by using data obtained from 252 Turkish export firms, which are among the top 1,000 firms in terms of export volume in Turkey. To examine these relationships, a theoretical framework is empirically tested using structural equation modeling and tested via an empirical study of Turkish export companies.

The results of this study can benefit policymakers in government at the national level and company decision-makers at the firm level. Furthermore, an understanding of the relationship between technology transfer, innovation and firm performance may help firms to make correct technology transfer decisions and focus on the correct type of innovation to increase firm performance in practice. The findings indicate the positive effects of technology transfer on innovation and firm performance. In addition, innovation mediates the relationship between technology transfer and firm performance in Turkish export companies. This study suggests that decision-makers should transfer the right technology because well-realized technology transfers lead to the improvement of corporate innovation capacities and improvement of firm performances for export companies.

There is no study that fully examined the relationship between technology transfer, innovation and firm performance. The proposed literature-based theoretical framework in this study is novel for Turkish export companies.

Multinational companies have manufacturing operations in various countries; however, there is scarce evidence on how they assess performance of the network-based operations of their factories, called international manufacturing networks (IMN). The purpose of this paper is to propose a process model for the performance assessment of IMNs.

The IMN performance assessment process model was developed from the extant literature and was empirically verified in its congruency and usefulness via a multiple case research. For that, in each case the general process model was derived into a specific application that fit the type of IMN on focus. Qualitative and quantitative data were collected from the case companies’ reports, profiling forms and interviews, followed by within-case and cross-case analyses.

Evidence suggest that the process model, along with its derivations, is a valuable tool to describe and explain how IMN performance assessment unfolds in real organizational environments. Additionally, three propositions emerged: IMN performance assessment has distinct characteristics depending on the type of IMN adopted, which in turn depends on the company’s internationalization strategy; IMN performance assessment has more strategic value and importance for companies that are globally coordinated and adopt “rooted” manufacturing strategies; and companies design their IMN performance assessment on a trial-and-error basis.

As all case-based research, this paper has generalizability limitations. Thus, next steps may include a large-scale survey and an action research that will develop and implement a full-fledged IMN performance assessment.

The process model and descriptive insights provide a diagnostic tool and subsidies that may encourage managers to review and improve their current IMN performance assessment.

The process model contributes to addressing a 20-year gap concerning how to approach IMN performance assessment in a holistic and systematic manner.