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AbstractThe objective of the study presented in this article is to contribute to the development of theory on continuous innovation, i.e. the combination of operationally effective exploitation and strategically flexible exploration. A longitudinal case study is presented of the interaction between incremental and radical change in Danish company, observed through the lens of organizational learning. The radical change process is described in five phases, each of which had its own effects on incremental change initiatives in the company. The research identified four factors explaining these effects, all of which are related to the timely availability of key competencies. Copyright © 2004 John Wiley & Sons, Ltd.

This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies, and by exploring the relationships between the formalisation of manufacturing strategy, business/competitive objectives, improvement goals, and action plans. The study is based on the data from the third International Manufacturing Strategy Survey, which was conducted in more than 20 countries. The analysis shows that in companies with a formal strategy competitive priorities, improvement goals and action programs are significantly better aligned in companies without such a strategy. This finding is encouraging for operations management scholars, as it suggests that after 30‐odd years Skinner's missing link has been re‐discovered, and it supports OM practitioners in their ongoing battle to safeguard the position of manufacturing in the corporate debate.

The research presented in this paper was aimed at increasing the current understanding of the process of developing collaborative improvement in Extended Manufacturing Enterprises (EME). Theory suggests a number of factors to affect that process, including shared sense of direction (i.e. vision), trust, power, and commitment. Based on action research of three EMEs involving a total of thirteen companies from five European countries, the present study identifies a number of additional factors. Factors exogenous to, but impacting, the collaboration are joint history and culture. Endogenous factors are approach to establishing the collaboration, project organisation, change and improvement competence, ways and modes of communicating, and political behaviour. Not only do these factors influence each other, they also strongly affect the development of collaborative improvement.

Chapman, RL orcid:0000-0002-0164-7426; Macht, SA orcid:0000-0002-8099-4871 ; This paper questions how impact is measured in academic research and proposes that the United Nations' Sustainable Development Goals (SDGs) are an effective framework for determining real-world impact. Using bibliometrics alone to assess the quality of academic work tends to be purely quantitative, and often self-referential, reducing the focus on real-world problems and solutions. The same measurements are often adopted by funding bodies, putting additional pressure on academics and schools to increase compliance, further reducing integrity and real-world impact. To commence on the ambitious agenda of the SDGs, a world-café methodology was conducted, collecting data on how researchers, their institutions, and network organisations (such as ANZAM) can contribute to, and measure research aligned with SDGs. The results of the analysis showed that participants were generally positive toward using SDGs. Suggestions included aligning governmental and institutional funding, changing KPIs, increasing cross-disciplinary work, aligning mission/vision statements, and legitimising SDG-focused projects at conferences.