Suchergebnisse

The traditional strategic model of industrial organization is criticized by the upholders of the theories that regard the resources and competencies of a firm as the source of its competitive advantage. This article presents these new strategic dictates in a critical form, examining the reasons that justify the striking interest being taken by researchers and managers, but also the limits of those principles, some intrinsic others that can be overcome by an integration with tradition. As a consequence, the article presents a framework which attempts to relate the constituent elements that distinguish the two main strategic theories and shows that both must be considered for strategic planning and performance management.

This study describes the results of an empirical research on a sample of small and medium enterprises belonging to one of Italy's most important local manufacturing systems: the eyewear district. The main objective of the project was to suggest ways of improving new product development within the small and medium enterprises of the district. Data were collected from five buyer firms and 49 subcontractors, and experts of the local system were interviewed in order to acquire information on the product development process. The study: highlights the distinctive aspects of eyewear products and the consequent design and manufacturing specificity; maps the product development activity; identifies difficulties and problems SMEs usually encounter in these activities; and suggests how improvements can be made.

Reports on the current operations management situation in Italy. Includes a brief historical review looking back to the 1950s. Considers the development of research and education in the field since the 1980s. Gives listings of key institutions, personnel and events relating to operations management in Italy.

Based on empirical research, presents an interpretative model of the dynamics occurring in the subcontracting relationships between large purchasers and small subcontractors. Shows that the small units often supply a product that is not sufficiently differentiated and technologically advanced; are for the most part dependent on a few large purchasers; find it increasingly difficult to follow the contractor's quality and reliability requirements; have an adequate amount of machinery but neglect other forms of investment (i.e. in data processing equipment, education and training); and have problems with the introduction of innovations especially due to the lack of a skilled workforce. Illustrates the subcontracting behaviour of small businesses by means of a model which considers two aspects: the "strategic positioning", evaluated in terms of kind and object of subcontracting; and the "operational positioning", regarding the introduction of innovations into the operations. The different areas of strategic and operational positioning are discussed in terms of competitive and earning success. Indicates a possible strategic‐operational development pathway leading towards more qualified subcontractors/large purchaser relationships.

Proposes a conceptual interpretative framework as a reading key to
management differences in the two principal manufacturing contexts
– intermittent manufacturing and repetitive manufacturing –
within the three basic operations management subsystems: planning,
inventory control and shopfloor control.

Sustainable and long‐lasting companies necessarily position themselves at the edge of chaos and evolve their business models in order to maintain a mix of efficiency and creativity. Organizations dealing with complexity necessarily position themselves at the edge of chaos, always swaying between order and disorder. Two opposite cycles ("sharing cycle" oriented toward efficiency and "creative cycle" oriented toward innovation) should be balanced dynamically and along time by organizations that want to evolve. We investigated business model evolution after external discontinuities, showing that sustainable and long‐lasting companies try to find an equilibrium between order and disorder, predictability and unpredictability, standardization, and innovation.

International Operations Management: Lessons in Global Business, uses a fascinating selection of case studies researched during the international operations management project sponsored by the European Commission, comparing Western and Eastern approaches to business. With its balance of theoretical and applied content, this volume serves as both a primary and supplementary source for higher level students and educators, and as a worthwhile read for interested practitioners.

Analyses the dimensions of service in the co‐operative buyer‐supplier
interaction and presents an interpretative scheme which links some of
the basic service management concepts with some critical aspects in the
current supply environment. On the basis of the results from a case
study of the Zanussi Appliances Company (Electrolux Group), examines the
dimensions of service in the co‐operative buyer‐supplier relationship.
Discusses the main organizational and operational implications.

Present‐day competitiveness has brought about a marked evolution in
supply management, imposing on firms an increasingly close interaction
with suppliers. The achievement of high‐level performances in terms of
cost, quality and time to market appears ever more dependent on the
quality and effectiveness of the supply network. This transformation
modifies the traditional adversarial model of the buyer‐supplier
relationship and fosters the reconfiguration and integrated management
of the supply chain. At the same time, competitive dynamics and current
global competing models encourage the extension of traditional sourcing
areas. Analyses these evolutionary aspects of the current supply
environment and examines the new role of the purchasing function.