オペレーションズ・マネジメント&ストラテジー学会論文誌
Online ISSN : 2424-1563
Print ISSN : 1884-6939
1 巻, 1 号
Special Issue: The Revolution of Management Technologies
選択された号の論文の8件中1~8を表示しています
Contents
Special Issue
  • Mika Westerlund, Erik Pöntiskoski
    2009 年 1 巻 1 号 p. 1-16
    発行日: 2009年
    公開日: 2017/08/01
    ジャーナル オープンアクセス
    This paper analyzes the antecedents and diversity of business development strategy in industrial SMEs from the strategy-as-practice perspective. Various strategies and their application are suggested in the industrial marketing literature. Yet much of the extant research focuses large firms and little is known about business development practices in small and medium sized enterprises (SME). Our empirical quantitative analysis of 91 firms revealed three focus areas that underlie the development strategy choices made by industrial SMEs. These factors are: development of business support systems, development of international distribution, and development of production management. Furthermore, SMEs can be categorized into three groups according to the type of their business development strategy: (1) support systems enhancers, (2) global operations establishers, and (3) international sales facilitators. The role of brands and the extent of networking are significant explanators of the diversity among the business development strategies of industrial SMEs. Surprisingly, excellence in customer care does not explain the diversity.
  • Junichi Tomita
    2009 年 1 巻 1 号 p. 17-29
    発行日: 2009年
    公開日: 2017/08/01
    ジャーナル オープンアクセス
    What is the source of global competitiveness in Japanese process industry? And how does its competitiveness relate with process architecture? It is hypothesized that a product with integral architecture tended to have high global competitiveness, and a product with modular architecture tended to have low one in Japan because Japanese manufacturers have integral capabilities. There has already been some empirical research. However, this type of research has focused on assembled products like automobile and electronics industry, and rarely focused on non-assembled products like material or equipment in so-called process industry in spite that there have been many strong suppliers in Japan. So, we attempt to conduct exploratory research from process architecture based view about LCD panel and flat glass in the TFT-LCD industry. We think process architecture is very important in process industry. And we also compare these two products in the same industry and try to clarify the difference of source of competitiveness between them.
  • Manabu Yamaji, Kakuro Amasaka
    2009 年 1 巻 1 号 p. 30-43
    発行日: 2009年
    公開日: 2017/08/01
    ジャーナル オープンアクセス
    One of the requisites for winning corporate competitions today is success in the global marketing for quickly offering high-quality, latest model products in response to customer needs. The key to success in global production lies in full functionalization of partnering, in which forefront divisions of technology, production, and sales as well as the white-collar sections collaborate in a cooperative strategic scheme to realize global quality and optimal production. This study proposes Strategic Productivity Improvement Model for white-collar workers, SPIM mainly in connection with the white-collar sections. Further, the effectiveness of this model is verified at the successful companies.
  • SIMILARITY AND DIFFERENCE OF INTEGRATION OF FUNCTIONS
    Osam Sato, Yoshiki Matsui, Hideaki Kitanaka
    2009 年 1 巻 1 号 p. 44-61
    発行日: 2009年
    公開日: 2017/08/01
    ジャーナル オープンアクセス
    Implementation of functions and their integration with information systems (IS) is important for successful factory operation, and many IS (ERP and other IS) are used in such facilities. Implementation and combinatorial pattern of functions have certain similarities and differences. Levels of implementation and functional combination differ both among IS (ERP and other IS types), and among industries. But there have been few empirical studies and findings regarding similarities and differences in the implementation and combinatorial pattern of a variety of IS types (ERP and other IS) in factories. Based on this observation, four hypotheses are set. The points of view are both software functionality and industrial difference. Accordingly, a set of empirical studies to investigate the matter was implemented, and this paper reports on the results.
  • COMPARING THE LEARNING PROCESS OF TWO CHINESE STATE-OWNED ENTERPRISES (SOEs)
    Ruihong Gao, Chee Yew Wong
    2009 年 1 巻 1 号 p. 62-80
    発行日: 2009年
    公開日: 2017/08/01
    ジャーナル オープンアクセス
    Knowledge in an organization often consists of aggregates of complex organizational routines that cannot be efficiently transferred or unlearned. It has been structured, systematized and embedded within the organization after a long period of operations. Therefore organizational innovation can be hard to achieve. Similar problems persist in the Chinese State-owned Enterprises (SOEs); they face difficulty in shifting from a planned economy paradigm to a market economy paradigm. This research investigates the learning processes of two parallel case studies which involved two SOEs and their joint ventures (JVs) with different foreign partners. The aims of the JVs were not just to gain profits, but more importantly to transfer new knowledge to the parent companies. The research reveals a two-stage learning process - learning within JV organizations and the transfer of learning to the parent companies. With this finding this article explains how the two-stage learning process could take place.
  • Ingo Lange, Oliver Schneider, Paul Schönsleben
    2009 年 1 巻 1 号 p. 81-98
    発行日: 2009年
    公開日: 2017/08/01
    ジャーナル オープンアクセス
    The past years have displayed a tremendous trend in which traditional manufacturing companies have become professional service providers by offering beneficial product-service bundles with a strong focus on customer needs. Focusing on their core competence, customers are following outsourcing strategies to benefit from know-how service specialists and to leverage the cost-benefit ratio. Driven by the outsourcing phenomenon, service providers are becoming an integrated part of the customer’s value chain processes. This service paradigm shift requires an increased joint service initiative between service providers and their customers. Measuring the performance and value created by industrial services, such as maintenance and packaging, it is crucial to maintain ongoing and new collaborative service business relationships. Based on a case study with a globally operating manufacturer of packaging machines, the paper presents a generalized concept supporting the definition, design, and implementation of a measurement system as the basis for a co-operative supplier customer relationship.
表紙
  • 2009 年 1 巻 1 号 p. 0-
    発行日: 2009年
    公開日: 2017/08/01
    ジャーナル オープンアクセス
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