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SKF Group is one of the largest bearing manufacturers in the world, well known for its innovations and high quality bearings. One of its innovations is the CARB bearing, which functions particularly well under severe working conditions where traditional bearings break down easily. Compared to traditional bearings, CARB saves costs and creates value because it requires less maintenance, has a longer life, and simplifies machine structure. SKF launched CARB in 1995 and acquired a patent for a period of ten years. CARB bearings, which are manufactured in Sweden, have been widely used in Western markets and become almost standard parts. SKF started to export the new bearings to China in 1997. CARB bearing markets, in China, could be classified into two parts, the new installation (OEM) market and maintenance market, which mainly consisted of the replacement of the CARB bearing for the Chinese‐made conventional bearings on numerous machines. The SKF Shanghai Office was in charge of devising a marketing strategy to sell the CARB bearings to the maintenance markets, the majority of which were large‐scale state‐run companies. But the China market is huge, culture and influences from the West vary across regions, styles of doing business are also different. The first task of the SKF Shanghai Office was to segment the maintenance market and select the segment which was least difficult to enter.

IN an unusual application of positioning technology, SKF Engineering Products has helped improve the stability of a new airship with its standard range of electric linear actuators.

Long‐term protection with SKF's new anti‐corrosive fluid. SKF Engineering Products has added an anti‐corrosive fluid to its wide range of maintenance products. LHRP 1, as it's known, is thixotropic white spirit which provides long term corrosion protection for ferrous and non‐ferrous metals. The fluid leaves a stable protecting film (some 5–10 ?m) thick and can be applied by dipping, spraying or with a brush.

The use of SKF roller screws is said to be helping Aviall Caledonian Engine Services Ltd, of Prestwick, one of the world's foremost aero engine overhaul companies, to reduce the turnaround time for engine rebuilds from 56 days down to just 35. The reliability, performance and predictability of the roller screws are proving to be a major factor in the company's development plans.

THERE WAS A TIME when any self‐respecting British housewife, while scorning the culinary prowess of the French (“Don't they smother everything with sauce so you can't see what it is?) took a modest pride on her ability to turn out good wholesome dishes for her family. She may have been a ‘plain’ cook, but she was eminently good at it.

Sarah Gardner previews the forthcoming International Handling and Storage Exhibition

This paper aims to explore the role and meaning of openness for the purpose of enhancing the understanding of collaborative innovation from an industrial network perspective.

The theoretical framework is based on the Industrial Network Approach, and the concepts of activity links, resource ties and actor bonds are used as a starting point for capturing the content and dynamics of the interaction. The empirical part consists of five case studies: two historical and three contemporary cases dealing with collaborative innovation projects. The cases are analyzed with regard to openness in business relationships and their connections in the network.

The main contribution is a conceptualization of openness in business relationships and relationship connections. The paper describes various forms and contents of openness – and closeness. It is postulated that the concept of openness can be used as an analytical tool for digging deeper into relationship and network-related issues of relevance to firms’ behavior in the context of collaborative innovation. Openness, as it is defined in this paper, is also put forward as an explanation of why (or why not) collaborative innovation projects become successful.

The conceptualization of openness differs from openness as it is commonly described in the open innovation literature. There, openness is the opposite of closeness, that is, a pattern where the innovation activities take place internally within the company. In this paper, openness, instead, has to do with how firms interact with other network actors in the context of collaborative innovation.

The article aims to explain how the drivers of subsidiary evolution influence a multinational company's (MNC) research and development (R&D) subsidiary's evolution over time.

The article draws on insights from a longitudinal comparative case study of three Swedish MNCs' Indian R&D units.

The study shows that the evolution of R&D units is a triangular showdown among headquarter assignments, local market constraints, and opportunities, and that subsidiary choice is an important driver of both mandated extension and stagnation. We summarize our findings in various propositions that emphasize different drivers over time and that highlight the strong impact of a subsidiary's understanding of the corporate immune system on the evolution of that subsidiary's R&D mandate.

Drawing on the common limitations of a case study approach, further research is needed to test the suggested propositions with larger samples, ideally with subsidiaries in other emerging and developed markets.

The study illustrates the risks involved for subsidiary managers when pushing an R&D mandate-related initiative too far and provoking the corporate immune system. For headquarters management, the study highlights the importance of understanding that the development of R&D competence and capability at a subsidiary cannot be guided solely by headquarter assignments and local market characteristics; rather, the subsidiary's initiatives also need to be considered.

The study contributes to the literature on R&D internationalization by showing how the drivers of subsidiary evolution influence a subsidiary's R&D mandates over time and that subsidiary choice is an important driver of both mandated extension and stagnation.

In this paper, the authors contribute with insights on competition and cooperation in multinational enterprises with a focus on challenges related to these governance mechanisms in a knowledge development context. The mechanisms have been widely recognized as important for developing knowledge, but their contradicting nature implies considerable complexity when it comes to governance. The complexity is further increased as a result of the headquarters-subsidiary relationships. The aim of this paper is to contribute with theoretical and empirical insights on these aspects by focusing on the research question: How and why does competition and cooperation in an MNE emerge over time?

A manufacturing MNE with headquarters (HQ) in Sweden is analyzed on both HQ and subsidiary levels. Interviews with 24 managers in Sweden and India have been performed.

The study illustrates that competition and cooperation are integral aspects in HQ-subsidiary relationships. The results show that both competition and cooperation depend on environmental, organizational and object-related conditions and that these conditions influence the dynamics of the interplay. The importance of including a subsidiary perspective and the interdependencies in an MNE setting are emphasized.

The authors add to the discussion on the interplay between competition and cooperation as they play an important role for knowledge development in MNEs. The results indicate that they do not take place simultaneously, and therefore, the authors suggest that the dynamic can be better understood by focusing on the interplay and analyze the concepts separately.