Adoption of continuous processing technologies: Its strategic importance in standardized industrial product-markets

Sinclair, Steven A.; Cohen, David H.

doi:10.1016/0148-2963(92)90019-8

Cited by 12 publications

(9 citation statements)

References 32 publications

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“…Outside of Cohen and Sinclair (1990) and Sinclair and Cohen (1992), the existing empirical literature concerning woodworking companies that apply economic information fails to address the effects of different strategic choices on performance measures based both on income statement and balance sheet information.…”

Section: Discussionmentioning

confidence: 99%

“…Competing globally in the commodity product markets still requires a cost-effective asset base and application of intercontinental strategies, while companies highly dependent on local raw material resources may survive better with intra-regional strategies based on high asset quality. Cohen and Sinclair (1992) found that an increasing relative market share had only a small effect on the profitability of the sawmills and plywood industry that supplied material for wood building industry, whereas the adoption of new technologies, investment intensity and the production of value-added products had positive influence on the supplier companies' economic performance. In the study of Eastin et al (2004) the successful wood building material exporters were found to have significantly higher proportions of valueadded products in their product mix and better knowledge of their customer segments than the less successful exporting companies.…”

Section: Secondary Processing Firms and Wood Products Within Pulp Andmentioning

confidence: 99%

“…U.S., Can. Sinclair & Cohen (1992) Continuous process technology adoption is positively associated with above-average performance. Firm-size or vertical integration appears to have little impact on the ability to adopt new technologies.…”

Section: Primary Processing -Sawmillingmentioning

confidence: 99%

“…Information concerning the effects of the differ- Sinclair 1990, Sinclair andCohen 1992). Even if in a modern competitive environment the sources of future competitiveness and growth are more in factors supporting innovation, following and utilizing the latest technological development is still an important contributor to cost-efficiency (Korhonen 2006).…”

Section: Lähtinenmentioning

confidence: 99%

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Linking resource-based view with business economics of woodworking industry: earlier findings and future insights

Lähtinen¹

2007

Silva Fenn.

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The business environment and sources of competitiveness in the woodworking industry have changed notably since the 1990s. Wood products are traded globally, and with the increase of trade, abundant forest resources are no longer the main source of sustainable competitiveness. Competition within the woodworking industry is increasing both between European and non-European enterprises, as well as within the EU. Capability to create value-added, making rational strategic choices, and creative usage of intangible and tangible resources have been emphasized as crucial for sustaining woodworking industry competitiveness in higher cost-level countries. Resource-based view (RBV) defines the availability of intangible assets, capabilities and tangible resources, and their heterogeneous combination to form the basis for company success. The objective of this review is to examine the possibilities to employ the RBV to the study of the woodworking industry by combining existing empirical results of the factors of companies' competitiveness with assessment of the RBV. In the existing literature, strategies implemented in woodworking companies have been approached rather widely, while the role of intangible and tangible resources in building firm-level success has received less focus. In addition, a significant gap exists in linking firms' financial accounting information with empirical data on their resource-usage and business strategies. In future studies, more information of the effects of these strategic elements on the actual business success of the firms would be needed.

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Section: Discussionmentioning

confidence: 99%

Section: Secondary Processing Firms and Wood Products Within Pulp Andmentioning

confidence: 99%

Section: Primary Processing -Sawmillingmentioning

confidence: 99%

Section: Lähtinenmentioning

confidence: 99%

See 2 more Smart Citations

Linking resource-based view with business economics of woodworking industry: earlier findings and future insights

Lähtinen¹

2007

Silva Fenn.

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“…However, value added strategies and in general increased market orientation are not the only aspects of profitable strategy development. Being at the forefront in technology development and investing in large-scale operations have also been of importance (Sinclair & Cohen, 1992;Nyrud & Bergseng, 2002;Mårtensson, 2003). Lee et al (1999), especially, emphasise the important relationship between product innovation and process innovation.…”

Section: Introductionmentioning

confidence: 99%

Value-added strategies and forward integration in the Swedish sawmill industry: positioning and profitability in the high-volume segment

Brege

Nord

Sjöström

et al. 2010

Scandinavian Journal of Forest Research

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This is an electronic version of an article published in:Staffan Brege, Tomas Nord, Roland Sjöström and Lars Stehn, Value-added strategies and forward integration in the Swedish sawmill industry: positioning and profitability in the highvolume segment, 2010, SCANDINAVIAN JOURNAL OF FOREST RESEARCH, (25) primary sawmill production and forward integration into secondary production. It also aims to relate some basic conditions, such as company size, company growth and corporate strategy, to value added and forward integration to profitability. The results show strong positive and significant correlations between forward integration, value added in primary production (somewhat weaker) and unit revenue, and profitability measured as return on investment.There were no strong or significant correlations between size and profitability, playing down the importance of economies of scale (among these already large companies). An interesting result is the much higher profitability of the buying sawmill companies compared to the forest corporations, stressing the importance of both a long-term strategy when investing in value added activities and ultimately the priorities of ownership.

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Preserving the legacy – Why do professional soccer clubs (not) adopt innovative process technologies? A grounded theory study

Plattfaut

Koch

2021

Journal of Business Research

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Adoption of continuous processing technologies: Its strategic importance in standardized industrial product-markets

Cited by 12 publications

References 32 publications

Linking resource-based view with business economics of woodworking industry: earlier findings and future insights

Linking resource-based view with business economics of woodworking industry: earlier findings and future insights

Value-added strategies and forward integration in the Swedish sawmill industry: positioning and profitability in the high-volume segment

Preserving the legacy – Why do professional soccer clubs (not) adopt innovative process technologies? A grounded theory study

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