Integriertes Wissens- und Innovationsmanagement

Franken, Rolf; Franken, Swetlana

doi:10.1007/978-3-8349-6724-4

Cited by 26 publications

(11 citation statements)

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“…Die Produktentwicklung vollzieht sich daher vermehrt nicht mehr als wesentliches Ergebnis der unabhängigen Forschung und Entwicklung in Form einer Produktplatzierung auf dem Markt (Product Push, s. Abb. 1) [1,2]. Vielmehr gewinnt die Kooperation und die Interaktion mit den Kunden Bedeutung, um als Ergebnis Lösungen zu entsprechenden Kundenwünschen auf den Markt zu bringen (Market Pull, s. Abb.…”

Section: Herausforderungen Der Prozessindustrieunclassified

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Wandlungsfähige Produktionskonzepte: Flexibel, Mobil, Dezentral, Modular, Beschleunigt

Lier

Wörsdörfer

Grünewald

2015

Chemie Ingenieur Technik

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Die Prozessindustrie stellt sich aktuell den Herausforderungen der globalen Wettbewerbsintensivierung, der zunehmenden Volatilitäten der Märkte, der steigenden Produktdifferenzierung und kürzeren Produktlebenszyklen. Vor diesem Hintergrund versprechen wandlungsfähige Produktionskonzepte durch ihren modularen Aufbau eine verbesserte Anpassung an diese dynamischen Randbedingungen in den Dimensionen Mengenausbringung, Produktvielfalt und Herstellungsort. Zudem sollen Planungs‐ und Entwicklungszeiten durch diese Konzepte beschleunigt werden. Es wird ein Überblick über den Stand der Technik dieser neuartigen Produktionskonzepte gegeben und Chancen und Risiken erörtet. Dabei wird auf alle Ebenen vom Apparat über die Anlage bis hin zur Logistik und entsprechenden Geschäftsmodellen eingegangen.

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Section: Herausforderungen Der Prozessindustrieunclassified

“…Vielmehr gewinnt die Kooperation und die Interaktion mit den Kunden Bedeutung, um als Ergebnis Lösungen zu entsprechenden Kundenwünschen auf den Markt zu bringen (Market Pull, s. Abb. 1) [1,2], die einen möglichst hohen Kundennutzen versprechen.…”

Section: Herausforderungen Der Prozessindustrieunclassified

Wandlungsfähige Produktionskonzepte: Flexibel, Mobil, Dezentral, Modular, Beschleunigt

Lier

Wörsdörfer

Grünewald

2015

Chemie Ingenieur Technik

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“…If EMS standards are understood as process-or organisational innovations (Franken and Franken, 2011) Rogers' model may help analyse their adoption curves. ISO 14001 might follow such a curve (the larger curve in figure 2), assuming that the turning point is yet to be reached.…”

Section: Two Ems Standardsmentioning

confidence: 99%

EMAS and ISO 14001 in the German industry – complements or substitutes?

Neugebauer¹

2012

Journal of Cleaner Production

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Both standards are comparatively successful in the German automotive and engineering industry which makes Germany an interesting place for researching their relationship. Two research questions are addressed in this study. First, (i) what explains why companies adopt both EMAS and ISO 14001?In the interviews that were conducted, this was addressed by asking what motivated the adoption of EMAS and ISO 14001, respectively, and how the two decisions were related at the firm. The second research question is which of two hypotheses can be confirmed:(ii) EMAS and ISO 14001 are complementary, i.e . implementation of one makes implementation of the other more likely (complementarity hypothesis).(iii) EMAS and ISO 14001 are substitutes, i.e. companies find one more compelling than the other and do not have an incentive to implement both (substitution hypothesis).It is found that the two standards are adopted for completely different reasons: while ISO 14001 is often done in response to external pressure, EMAS tends to be motivated internally.Further, it appears that EMAS and ISO 14001 are likely in a situation of direct competition at present which may well turn into complementarity in the future. The following Section is to Section 5 discusses them and shows the contribution of this study. Commission which manages it in cooperation with the competent bodies at the national level.Thus, EMAS is an instrument of public institutions whereas ISO 14001 certification is sold by private accreditation providers. Second, EMAS' requirements go beyond those of ISO 14001. (DIHK, 2010; ISO, 2005 ISO, , 2008. If the standards act as complements however, as suggested in hypothesis (ii), the two adoption curves should run more or less parallel. ***insert figure 2 about here*** DRIVERS OF STANDARDS ADOPTIONMany authors have distinguished external and internal factors driving corporate decisions about standard implementation. In the following, this distinction will be maintained although it should be noted that internal and external factors are likely to interact (Perkins and Neumayer, 2010). EXTERNAL FACTORSThe most relevant external factors for this study are (1) the organisational field, (2) the institutional environment of a firm, and (3) complementary standards such as ISO 9001.The organisational field in which a firm operates, i.e. its competitors and partner firms, influences corporate decisions and strategies (Bansal and Bogner, 2002;O'Neill et al., 1998 INTERNAL FACTORSThe two most important internal drivers suggested in the literature are (1) the availability of win-win possibilities (or perception thereof), and (2) , 2010) and that eco-efficiency is insufficient for obtaining sustainability (Dyllick and Hockerts, 2002;Young and Tilley, 2006). As will be shown below, the perception of how widely win-win opportunities are available depends mostly on the corporate culture.Other scholars argue that standard adoption may enable companies to pre-empt or avoid stringent regulation (Delmas and Terlaak, 2001;Khanna and Anton, ...

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“…The product development therefore does no longer take place as a result of independent research and development in the form of product placement on the market (product push, Fig. 1) 1, 2. Rather, the cooperation and interaction with customers is gaining importance in order to yield solutions for specific customer requirements on the market (market pull, Fig.…”

Section: Introductionmentioning

confidence: 99%

“…Rather, the cooperation and interaction with customers is gaining importance in order to yield solutions for specific customer requirements on the market (market pull, Fig. 1) 1, 2, which promise the highest possible customer value.…”

Section: Introductionmentioning

confidence: 99%

Transformable Production Concepts: Flexible, Mobile, Decentralized, Modular, Fast

2016

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The process industry is currently facing the challenges of intensified global competition, increasing volatilities of markets, increasing product variety, and shorter product life cycles. Against this background, transformable production concepts with their modular composition promise better adjustment to these dynamic conditions in the dimensions product quantity, product variety, and location of production. Additionally planning and development times shall be reduced with these concepts. This contribution gives an overview over the state of the art of these production concepts and discusses chances and risks. Thereby, all levels from apparatuses and plants to logistics and business models are considered.

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Integriertes Wissens- und Innovationsmanagement

Cited by 26 publications

References 0 publications

Wandlungsfähige Produktionskonzepte: Flexibel, Mobil, Dezentral, Modular, Beschleunigt

Wandlungsfähige Produktionskonzepte: Flexibel, Mobil, Dezentral, Modular, Beschleunigt

EMAS and ISO 14001 in the German industry – complements or substitutes?

Transformable Production Concepts: Flexible, Mobile, Decentralized, Modular, Fast

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