If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to offer deeper insight into the relationship between a subsidiary's internal integration in its manufacturing network and subsidiary-level operational performance by taking into account the country context of the respective subsidiary. Design/methodology/approach -Subsidiary-level information is gathered using the sixth round of the International Manufacturing Strategy Survey, thus including 507 subsidiaries from 22 countries. Country context is operationalised using the Global Competitiveness Report published by the World Economic Forum. Findings -The findings reveal that internal integration has a positive influence on operational performance improvement. Country context acts as a moderator on this relationship: subsidiaries in less developed countries are only able to improve their effectiveness (quality, flexibility, delivery), while developed country subsidiaries gain both effectiveness and efficiency (cost, time) benefits from internal integration. Research limitations/implications -The unit of analysis is the knowledge-receiving subsidiary without taking the characteristics of the sending unit or that of the whole network of subsidiaries into account. Based on the context-dependency of the integration-performance relationship found in this paper, a future research agenda is proposed including further factors (absorptive capacity, knowledge complementarity, organisational practices) that could influence this relationship. Practical implications -Subsidiary managers in less developed countries should strive to acquire intra-network knowledge related to effectiveness, while managers in developed countries can expect both efficiency and effectiveness benefits. Originality/value -A large-scale survey encompassing subsidiaries from both emerging and developed countries is used to offer deeper insight into the relationship between internal integration and performance. The paper provides a possible explanation for previous mixed findings on this relationship. The differentiation between efficiency and effectiveness performance shows that country context represents an important factor that moderates the integration-performance relationship.

Purpose The purpose of this paper is to provide guidance in setting the level of autonomy (i.e. parental control) of plants in a network to enhance operational performance. In particular, the effect of autonomy on performance is analysed directly and indirectly through internal manufacturing network integration (MNI) and external supply chain integration (SCI) as two dimensions of manufacturing network embeddedness. Design/methodology/approach The analysis is based on data from 441 manufacturing plants in 17 countries. Data were gathered during the Sixth International Manufacturing Strategy Survey. Five main constructs were obtained after carrying out a confirmatory factor analysis: plant autonomy, internal MNI, external SCI, efficiency and effectiveness. Direct and indirect relationships among the constructs are tested through a structural equation model. Findings Higher levels of autonomy correlate with higher effectiveness and similar efficiency. However, lower autonomy leads to higher levels of manufacturing network and SCI, which enhance performance. Although not statistically significant, the analysis of the total effects reveals a mildly positive effect of autonomy on effectiveness and negative effect on efficiency, which requires further investigation. Research limitations/implications Further research could include headquarters’ perspectives or additional determinants (e.g. business strategy objectives). Practical implications Managers should set autonomy levels strategically: higher for effectiveness and lower for efficiency. However, lower autonomy can also strengthen internal MNI and external SCI, thus improving operational performance. Originality/value The concept of manufacturing network embeddedness highlights the importance of considering external supply chain and internal MNI in the same framework, as both dimensions can affect operational performance.

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Purpose The purpose of this paper is to analyse the prerequisites for lateral knowledge transfer in manufacturing networks. Design/methodology/approach Data stem from a single case study involving 26 interviews at the management level of a manufacturing network and a survey of 17 manufacturing plants in the network. Findings The requirements for lateral knowledge transfer between knowledge-sending and knowledge-receiving plants are similar strategic orientation, product portfolio similarity and process similarity. If the knowledge-sending and knowledge-receiving plants meet at least one of these requirements, then knowledge transfer is facilitated. Plant age, functional ties and geographical proximity do not seem to be important in lateral knowledge transfer. Research limitations/implications The results come from a single case study, limiting their generalisability. Further research should consider the influence of the network’s coordination mechanism on lateral knowledge transfer. Originality/value The paper investigates prerequisites for lateral knowledge transfer in manufacturing networks, shedding light on the fundamental factors that must be in place at the knowledge-sending and knowledge-receiving plants.

PurposeThe coordination of a manufacturing network is a challenging task and may be contingent upon the manufacturing environment. The purpose of this paper is to analyse how industrial Internet of Things (IIoT) and manufacturing network coordination relate.Design/methodology/approachBased on a single case study, the paper at hand provides insights on IIoT enablers and the relationship to manufacturing coordination mechanism. The data sample is based on 15 group interviews with overall eight employees from headquarters and business units.FindingsThe derived results show that the IIoT enablers (digital technologies, connectivity, data, capabilities and management) are highly related to the manufacturing network coordination mechanism. The results indicate that IIoT initiatives and manufacturing network coordination should be designed to support each other.Originality/valueThe implementation if IIoT initiatives is often analysed in isolation without considering the manufacturing network and more specifically the manufacturing network coordination mechanism. The results highlight how the implementation of IIoT initiatives may act as trigger to adapt formal manufacturing network coordination mechanism.