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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Many manufacturers are transforming into manufacturing service industry to enhance their value creation. Adopting the value‐added chain model, this study aimed to conduct four case studies, including Acer, Giant, TSMC and Eternal, to verify the high‐valued strategies and the common characteristics of service provisions.

Four case studies, including Acer, Giant, TSMC and Eternal, were conducted to verify the high‐valued strategies and the common characteristics of service provisions. Specifically, these companies are selected from different industry and value chain position to enhance the robustness of the research findings.

This study concluded that the manufacturing firms strengthen their position as system integrator. The provision of high‐valued services is orientated toward the integration of the value chain stages according to the industry and business model. The companies are going to upstream or downstream, outsource non‐core manufacturing activities, and sell some manufacturing assets. The high‐valued service strategies provided the manufacturing firms with new approaches to compete in a rapidly changing economy. The findings also provided the direction for the emerging economies in confronting with industrial structure transformation.

This study focuses on the transformation of four manufacturing firms toward providing high value‐added services. The results conclude that manufacturing firms can integrate forward and backward stages in the value‐added chain, and provide the knowledge‐based services including R&D, marketing, information system, branding, financial and after‐sale services to enhance the market value of their products. This study argues that the high value‐added service strategies can be a great opportunity for the manufacturers.

The purpose of this paper is to investigate the use of high-value manufacturing (HVM) concepts in Scottish SMEs and define how they are being used to gain competitive advantage.

Cross-sectional research carried out using a large-scale survey of 435 SMEs and semi-structured interviews of a subset of 50 SMEs.

Findings indicate that HVM is not a homogeneous state but an umbrella term for a number of operational models adopted by manufacturers that are progressively moving from simple price-based production; companies must, as a foundation, be operationally excellent in all lifecycle phases before extending their capability by offering a more comprehensive service; HVM is not a static state but a journey that differs in nature for each manufacturer depending on the nature of its market and customer.

The approach to theory must be more integrated combining aspects of marketing, strategic and operational theory. Research must be carried out using the supply chain, rather than the firm, as the unit of analysis.

Manufacturing efficiency has now become an order qualifier and competitive advantage should now be sought through the integration of design, production and service activities from strategic levels down to operational levels across all the functions of a business which link seamlessly to customer and supplier activities.

This paper contains insights into Scottish SMEs and their practice of HVM; defines the activity that makes up HVM at an operational as opposed to an economic or strategic level; proposes a model that characterises the stages of HVM that SMEs transition through.

Additive manufacturing (AM) allows companies to create additional value in the processes of new product development and order fulfillment. One of the challenges for engineers is to identify suitable parts and applications for additive manufacturing. The purpose of this paper is to investigate the relation between value creation and the design process. The implications of this relation provide an orientation on the methods for identifying parts and applications for additive manufacturing.

Mapping the value clusters of AM on design strategies allows determining the expected degree of change in design. A classification into major and minor design changes is introduced to describe the predictability of the impact of AM on past performance and business model. The ability to predict the future properties of an AM part determines the suitability of identification and selection methods from literature. The mapping is validated by an identification process that creates a shortlist of potential AM parts based on the strategic decision for a value cluster. Shortlisted parts are then evaluated based on the criteria technology readiness, required post-processing, customer benefit and manufacturer benefit.

The mapping of value clusters on expected design changes determines the type of selection process. For minor design changes, automated part identification serves as a powerful tool while major design changes require the judgment of skilled engineers.

The mapping of value clusters to design strategies and degree of change in design is based on empirical observations and conclusions. The mapping has been validated in an industrial context in different identification and selection processes. Nevertheless the versatility of AM and industrial environments impede a universal validity of high-level concepts.

This value-driven process of identification and selection was applied in technology transfer projects and proved to be useful for AM novices and experts. The mapping supports the identification and selection process, as well as the general product development process by providing an indication of the design effort for implementing AM.

The novel mapping links the economic domain of value creation to the engineering domain of design strategies to provide guidance in the selection of economically and technically suitable parts for additive manufacturing.

The export competitiveness has only calculated on only two aspects either comparatively advantageous or comparatively disadvantageous products for India or China. There is not any thorough study that has been undertaken for Indian manufacturing sector at a segregated level along with that of China. So, in the light of these shortcomings, the purpose of this study is to analyse the dynamics of export competitiveness of indian manufacturing sector vis-à-vis its emerging counterpart, china in the global market.

A modified revealed comparative advantage index has been used in two different phases of 2001–08 and 2010–18 to find the dynamic pattern of manufacturing exports of India and China in the world market.

The study revealed that India has shown a positive response in increasing its competitive positioned products from low-technology to medium-technology products during the study period. There has been a decline in the competitive positioned products of China and simultaneously China’s threatened product lines have shown an immense increment over the years. Moreover, Indian exports are concentrated to few low-technology and resource-intensive products, that share more than 50% of total exported value for its manufacturing in the global market, whereas, China is much diversified and the exported value is more scattered over its manufactured items.

The study does not include the factors that impacted the export competitiveness of the sample economies and thus adds a limitation to this study.

As there is very limited research on dynamics of export competitiveness of Indian manufacturing exports at harmonised system 6-digit level with China, this study fulfils the gap.

The purpose of this paper is to report on an industry policy implementation case involving around 30 manufacturing firms, where the intellectual capital (IC) lens, and especially the intellectual capital navigator (ICN) approach, was found to be very useful for evaluating alternative servitisation strategies. Servitisation is a form of business model innovation and as such involves restructuring the firm’s resource deployment system including its IC resources.

The ICN was one of several methods and themes used by a sample of manufacturing firms during a 12 month period. Data capture were through video filming, observation, and formal interviewing during and after the interventions.

The ICN is considered to be the third most valuable theme in a strategic and operational servitisation programme for manufacturing firms, primarily in the domain of effectiveness evaluation of alternative resource deployment strategies and as such should be one of the key dimensions in a business model template for manufacturing firms that aim to servitize. This research also illustrates the usefulness of the intellectual capital lens in the policy implementation process.

The findings of this study is limited to the servitization process of SME manufacturing firms in an Anglo-Saxon operating environment which very rapidly have gone from low to high cost.

The development of service-oriented business models for manufacturing firms suffers due to traditional business model frameworks not having a high relevance for servitising manufacturing firm. Consequently it is important to understand the potential contribution that the IC lens through the ICN can make in the servitisation process.

Medical technology (MedTech) is a growth industry, which like other manufacturing sectors has undergone fragmentation of production and emergence of Global Value Chains (GVCs). The purpose of this paper is to compare how two open European economies position themselves competitively within MedTech GVCs: highly developed Switzerland and the emerging Czech Republic.

The research applies a mixed methodology to analyze the performance of each location in the MedTech GVCs. It draws on macroeconomic, industry, trade and a proprietary sample of firm data, combined with onsite interviews.

The economic outcomes and GVC positions differ in both cases, whereas Switzerland focuses on high value-added activities such as R&D and after-sales service. Specialized manufacturing is also located here in spite of high costs. By contrast, the Czech Republic focuses mostly on low value-added activities, like manufacturing disposables, although some domestic innovative companies are notable. The authors generalize four types of firms in the industry, comparing their presence in both locations.

The competitive positions and challenges faced by each location when engaging in MedTech GVCs are summarized and related to economic outcomes. In the Czech Republic, the barriers to upgrading include its business environment, and weak links between education institutions and industry. Switzerland’s high cost structure is offset by adding high value in core competencies. Both countries should protect the inherent advantage their locations offer within responsive European supply chains.

GVC research in the MedTech sector has been limited. There is no comparison of two European countries, and their position in MedTech GVCs, nor of how firms, participate successfully in them.

The aim of this study is to gain important insights on integration oriented servitization identifying essential dimensions of effective structures, coordination approaches and management controls adopted by manufacturing firms that integrate forward towards distribution, sales and services.

The study adopts a theory-guided qualitative abductive methodology to conduct a comparative case-study of two manufacturing firms in the same industry integrating forward to enhance servitization but with significantly different performance outcomes. The findings are uncovered from a broad spectrum of primary and secondary data spanning two decades.

The consistently high-performing firm puts equal emphasis on production and downstream distribution, sales and services and motivate individuals to engage in entrepreneurial efforts to develop combined product-services offerings that are valued by customers. The underperforming firm prioritizes operating efficiency driven by engineering prowess and managed through planning, standardization, authority and central controls.

The study is based on two representative firms operating in a specific industry context, which has ramifications for the generalizability of results and calls for replication studies to substantiate and extend findings.

Forward integration from manufacturing into distribution, sales and services represents a specific servitization strategy that needs structure and particular coordination approaches to be effective in complex dynamic product-markets. The characteristics of the outperforming case company provide useful insights on effective integrated servitization efforts.

Forward integration is a commonly adopted strategy among manufacturing firms that constitute the backbone of modern economies and effective governance of these integration oriented servitization efforts has important implications for societal value creation.

This study builds on rationales from management science including economic theory, corporate strategy and different micro-foundational lenses and thereby hone recent calls for broader theoretical foundations to enlighten studies of the servitization puzzle.

Effective operations management systems (OMS) measurement remains a critical issue for theorists and practising managers (Neely, 2005; Bititci et al., 2012). Traditional labor efficiency measures sufficed when all that was made could be sold or when mass production systems filled warehouses with stock and the OMS had little relationship with “the consumer.” Modern manufacturing systems require a different form of flow optimization (beyond labor efficiency) measurement (Schmenner, 2015). The essential unit of measure for all OMS designs is the optimal use of time for process value adding and the flow of materials into and from the conversion process. Timely flow, therefore, satisfies the needs of multiple organizational stakeholders including cash flow (accounting), consumer reaction times (marketing) and the general steady state flow of materials (sales and supply chain). The purpose of this paper is to present the results of testing a new performance measure of operations flow effectiveness (OFE) with ten purposively selected cases.

The paper is theory building using ten, purposively selected, longitudinal case studies drawn from the UK high-value manufacturing (HVM) sector using a pluralist methodology of interviews, observation and secondary data.

The OFE measure provides a holistic view of material flow through the input-process-output cycles of a firm. The measure highlights OMS design weaknesses and flow inhibitors that reduce cash flow using a time-based approach to measuring OMS performance. The study validates the OFE measure and has identified six key design elements that enable high flow performance.

The paper tests a new process-focused flow performance measure. The measure supports a holistic approach to the manufacturing enterprise and allows different OMS designs to be evaluated so that organizational learning may be enacted to support performance improvement.

Although there is a growing body of literature on the benefits of innovation ecosystem participation for keystone/focal firms, there are limited studies on what motivates or impedes other actors’ participation (i.e. suppliers and complementors) in collaborative innovation. Hence, this study aims to address the root causes of collaborative innovation failure and develop a better understanding of the hindering factors for the generation of collaborative innovation performance in ecosystem-based manufacturing.

This study adopted a qualitative research study with 45 managers involving an online survey with open-ended questions followed by an expert focus group with seven managers from a UK-based high value manufacturing ecosystem. Data analysis and coding followed a highly iterative process using a thematic analysis approach.

This study identified six common barriers to collaborative innovation from the perspective of supplier firms. Particularly, this study found unique impeding factors in relation to revealed and deterring barriers in an ecosystem-based manufacturing context. This paper argues that suppliers and small- and medium-sized enterprises not only require financial support but also need to develop a strategic mindset, confidence, effective partnerships and knowledge about risks and returns to participate in collaborative innovation.

The extant literature identifies the motivations for joining innovation ecosystems and the prominence of value co-creation activity from the perspective of focal firms or orchestrators. However, this study offers insights into the need for an effective value co-appropriation setup amongst the ecosystem actors including suppliers. Importantly, this study proposes that effective value co-appropriation is essential for making collaborative innovation happen in manufacturing ecosystems.