1989
DOI: 10.1002/smj.4250100204
|View full text |Cite
|
Sign up to set email alerts
|

Flexibility: The next competitive battle the manufacturing futures survey

Abstract: Over the past 4 years research teams from INSEAD (Fontainebleau), Boston University and Waseda University (Tokyo) have administered a yearly survey on the manufacturing strategy of the large manufacturers of the three industrialized regions of the world. In this paper the results for the 1986 survey are compared, One of the most striking results of that year's survey is the emphasis some of the more advanced manufacturers put on their efforts to overcome the trade-off between flexibility and cost efficiency. I… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
3
1
1

Citation Types

5
175
0
8

Year Published

1990
1990
2017
2017

Publication Types

Select...
9
1

Relationship

0
10

Authors

Journals

citations
Cited by 373 publications
(193 citation statements)
references
References 2 publications
(6 reference statements)
5
175
0
8
Order By: Relevance
“…For example, in the field of operations management we found several studies that attempt to characterize international differences in manufacturing practices, broadly defined (e.g. Vastag & Whybark, 1994;DeMeyer et. al, 1989;Womack et.…”
Section: Directions For Future Researchmentioning
confidence: 99%
“…For example, in the field of operations management we found several studies that attempt to characterize international differences in manufacturing practices, broadly defined (e.g. Vastag & Whybark, 1994;DeMeyer et. al, 1989;Womack et.…”
Section: Directions For Future Researchmentioning
confidence: 99%
“…These productive and logistic strategies require a model configured with productive and/or distributed multilocation production, as well as organized direct and inverse logistic flows [5].…”
Section: Key Factors In Design and Management In Global Supply Chainsmentioning
confidence: 99%
“…However, Rousseau (1998) observes that since careers, in recent years, are described by changability rather than stability especially within the high competitive environments in the surrounding organizations, employees are unlikely and strongly identified with their employers. From an organization's perspective, this trend is disturbing because weak organizational commitment may mean that employees' productivity is less than optimal (Meyer et al, 1989;Vratskikh et al, 2016). Then by effective management communicational methods, opportunity for learning and work schedule flexibility (Rousseau, 1998), organizations can enhance their position among competitors, depending on the strong commitment of employees.…”
Section: Introductionmentioning
confidence: 99%