Search results

Within the framework of the Swedish Manufacturing Strategy Project a panel study of 66 manufacturing business units has been made. These 66 companies participated in a questionnairebased study performed both in 1986 and in 1989. The results showed that the companies have tended to consolidate their positions in existing markets rather than put emphasis on efforts to enter new markets. The competitive means used to support this strategic direction are in 1989 even more biased towards high quality products, reliable deliveries and aspects of flexibility. The importance of low price as a competitive means has been dramatically reduced. This strategic emphasis has even more accentuated the concern for personnel issues within manufacturing. In order to create the competitive advantage depicted, great emphasis is put on decentralisation of the organisational structure at the plant level.

In a study of the development of process technology in the process industry, 25 potential success factors were developed and later ranked in a survey to R&D managers in the European process industry. The results show that success factors for process development and product development are different, but also that success factors for process improvement and process innovation are different. For R&D managers in the process industry, the success factors can be used as a “shopping list” for the development of a company‐specific list of success factors for process development. The difference between success factors for process improvement and process innovation indicates that there is a need to better distinguish between process development work of different nature and content.

A firm’s ability to win orders on the market depends on its competitiveness. A competitive firm wins orders on the market, which has a positive impact on its sales performance. Order‐winning criteria are those criteria that make a difference to the customer when he decides between qualified offered products. The selling and the buying actors may have the same or different ideas about what constitute these order winners, and they may also differ in their evaluation of the competitive strengths of a firm. Analyses the selling and buying actors’ perceptions of order winners and competitive strengths as the degree of fit between these perceptions. A good fit means that the two actors agree on order‐winning criteria and the firm’s competitive strength on these criteria. It is expected that a good fit relates to a positive sales growth of the selling firm’s product. Analyses different situations of fit and misfit for the ten product families of four small manufacturing Swedish firms, and shows how these situations relate to the sales patterns of the product families. The results reveal that a good fit is related to a stable economic development of sales, while two different situations of misfit may lead to a decline in or an expansion of sales.

To analyse how differences in decision‐making affected the integration of the R&D functions after Ford's acquisition of Volvo Cars.

The analysis is carried out in two steps. Step one analyses which type of approach Ford employed to integrate Volvo into the company. Step two analyses how R&D decisions are made by both firms and the consequences of found differences in decision‐making on the success of the integration process.

Ford's approach to the integration of Volvo Cars follows a symbiosis approach, combining a high need of both organizational autonomy and strategic interdependence. A symbiosis acquisition integration approach demands that the decision‐making processes are given special attention. The acquired firm's specific decision‐making processes need to remain intact in order to preserve its embedded unique R&D value creation capabilities. The decision‐making processes should be kept separate in order to prevent disruption.

The paper relates theories about firm acquisition processes and aspects of organization theory to establish a bridge between these research areas.

The purpose of this paper is to further the understanding of the link between human capital and strategy across hierarchies.

Using data on personality traits as a proxy for strategy implementation success, empirical data included 1,738 Operational Personality Questionnaire personality traits assessments in one large multinational firm. Respondents spanned from top-management to white-collar employees. Besides personality traits, measures include employment level and employment status. In addition, a total of 43 interviews were performed on the employee-level, with middle managers, with senior managers, and with executive-level managers.

After a strategic shift, successful implementation of a human resource management (HRM) strategy decreased down through the hierachies. This has implications for a firm trying to realign its resources to a new strategy. If the strategic shift is large, this will pose a great problem as human capital further down in the hierarchy will not be aligned to the new strategy, but rather be aligned to the old strategy.

The findings are discussed using the concept of the strategic centre of gravity. The authors elaborate on the concept in terms of the origin, mass, and inertia of the strategic centre of gravity.

A successful strategic shift in this sense will to a great extent depend on how successful the implementation is at lower levels of hierarchy, thus pointing to the importance to considering this when designing and pursuing strategic change.

The research contributes to the HRM literature by furthering the understanding of aligning human capital on different organizational levels to strategy and by developing the concept of the strategic centre of gravity.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Times are tough at present for business at present and the car industry is no exception. Falling sales figures blighted the end of 2005 for the big three manufacturers (General Motors, Daimler Chrysler and Ford) as models like the gas‐guzzling SUV fell out of favor with consumers feeling the pinch of rising fuel costs.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The purpose of this paper is to shortly overview the research in international operations management (OM), to provide background to the papers published in this special section.

As a literature review, the paper investigates the past, present, and future of international OM. It is not a systematic review; the paper just highlights the most important international operational management research networks, streams and concepts in the field.

The paper finds that there is a time lag in the field of international OM compared to other research areas within international business and management. It provides some ideas for the future to be researched.

The paper gives a focused review on international research networks which has not been done before. It also identifies two different streams of researches in international OM: the stream investigating OM differences among geographical areas, and the stream dealing with issues of international manufacturing networks.

Making a workplace entails two essential factors: the physical action of designing, and the design of the work space itself. This paper illustrates how building stock can be used as a vehicle to create new, small and medum‐sized enterprises in which a participatory and learning process gives users control of their costs and stimulates creative channels between tenants. Workplace making can be the source of new understanding and communication between disciplines that do not usually cooperate in innovative situations ‐ demonstrated by the Volvo case study, which resulted in a totally new production system for the final assembly plants. In conclusion, it is paramount that the company itself leads the design process. To outsource workplace making is to outsource the knowledge and ability to use space as a long‐term production resource, which can restrict space productivity. To ensure the best use of future production space it is vital that a company listens not only to the architects but to its own employees.