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States that operations and production management is deeply rooted in Brazilian education where the first course in production engineering dates from 1958. Considers the nature of publications in the field during the 1990s. Notes that the research focus in Brazil is currently on areas such as the new globalised economy and the environment.

Cover -- Guest editorial Rethinking international manufacturing in times of global turbulence -- Manufacturing network integration and culture: an institution-based view -- The influence of IIoT on manufacturing network coordination -- Using plant leaders' perspectives to overcome barriers to inter-plant exchange -- Lean manufacturing implementation and performance: the role of economic volatility in an emerging economy -- Proactive risk mitigation strategies and supply chain risk management performance: an empirical analysis for manufacturing firms in Turkey -- Relationship follows technology! How Industry 4.0 reshapes future buyer-supplier relationships -- Does plant role moderate relationship between internal manufacturing network integration, external supply chain integration, operational performance in manufacturing network? -- Global manufacturing value networks: assessing the critical roles of platform ecosystems and Industry 4.0 -- Value chains of the world's top manufacturing corporations: moving from tangible to intangible activities? -- Capability mapping to improve manufacturing network performance: or how a factory can target growth -- Interdependency in coordinating networked maintenance and modification operations.

Purpose
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.


Design/methodology/approach
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.


Findings
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.


Research limitations/implications
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.


Practical implications
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.


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

PurposeThe vast majority of literature relating to operations management originates from studies in developed markets. Emerging markets are increasingly important in global business. With this in mind, the purpose of this paper is to analyze differences in outsourcing strategies between manufacturing firms from emerging markets and from developed markets.Design/methodology/approachThe paper is based on statistical analyses of a large data set of manufacturing firms obtained from the International Manufacturing Strategy Survey (IMSS).FindingsThe findings suggest that companies that outsource internationally focus on achieving cost benefits, while companies that outsource domestically focus on achieving capacity flexibility. In addition, the reasons to outsource were found to be independent of the location of firms in both emerging and developed markets. However, within the group of firms from emerging markets, strategies seem to differ according to whether firms are domestically owned or are subsidiaries of companies from developed markets.Practical implicationsThe decisions of firms to outsource do not differ much whether the firms are located in developed‐ or in emerging‐market economies. Firms outsource domestically when they want to increase their capacity flexibility; they outsource internationally when looking for cost advantages.Originality/valueThe value of the paper is that it illuminates an important contemporary phenomenon based on analyses on data from a large‐scale international survey encompassing firms both in developed and in emerging markets.