PurposeThe purpose of the paper is twofold: to discuss characteristics and potential effects of an ageing workforce and to present the perception manufacturing managers have of the influence of demographic change on the manufacturing function.Design/methodology/approachThe phenomenon of demographic change and the characteristics of ageing workers are presented based on a literature study. In addition, the results of a survey within German industrial firms are put forward, in which operations managers were asked about their perception of older workers in manufacturing.FindingsEffects of the demographic transition will influence manufacturing companies in every economy. An ageing workforce is well suited to support quality‐focussed manufacturing strategies. Yet, the adoption of new manufacturing technologies might be hampered by the older employees' unwillingness to learn that is assumed commonly.Research limitations/implicationsThe empirical research provides a first look at the substantial impact that demographic change will have on manufacturing companies. The discussion is based on trends in Germany and on the reported perceptions of German manufacturing managers; however, it is argued that implications can be transferred to other economies.Practical implicationsPractitioners will see the necessity to consider the impact of demographical change in future decisions. It is discussed which commonly held beliefs about older workers are justified based on scientific research.Originality/valueFocusing on the demographic transition, this paper adds an important aspect to the academic discussion of the future of manufacturing, highlighting the significant consequences that demographic change will have on manufacturing and suggesting concepts for addressing the challenge in practice. Furthermore, it provides first empirical results of the perception of manufacturing directors about this topic.

Purpose -Mergers and acquisitions (M&As) have drawn the attention of researchers for several decades. Many studies have investigated the factors apparently influencing the success of an M&A deal, leading to an extensive, yet extremely fragmented body of knowledge. Although the logical quest for integration has been expressed by several authors, in most cases investigations focus only on details of M&As. The aim of this paper is to offer a different way of synthesis that allows testing well-established theories of post-merger integration processes. Design/methodology/approach -With the help of a literature-based system dynamics (SD) model, the paper opens up a new perspective on the organizational processes occurring during post-merger integration. Particular emphasis is put on the investigation of capability transfer, the change of corporate culture, and the employees' perception of the integration process. Findings -The model-based analysis delivers explanations for the contradicting results of many empirical studies, based on the structural integration of a broad body of knowledge and the analysis of simulation runs. The paper suggests that SD models may be used as a means to achieve a more consistent conceptual integration than usual "theoretical frameworks" can provide.Research limitations/implications -Since the model is primarily based on theoretical ideas, an empirical validation of results seems most critical. Additionally, the linkage to organizational performance measures may need additional modelling effort. Practical implications -The paper demonstrates the various interrelationships between organizational capabilities, culture, and employee commitment of two merging companies. Originality/value -The paper is one of the few that strives for an integrated perspective on post-merger phenomena.

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