Time‐based competition

Abstract

PurposeThe strategic aim of this paper is to investigate whether time‐based competition (TBC) strategies are related to cultural aspects. In addition, the influences of company decision‐making and the success of competitive strategies in diverse globalised markets will be examined. Based on a multicultural perspective, the way time is considered depends on different assumptions among countries and cultures, as well as organisational patterns of decision‐making for a variety of business areas and services. TBC and its relationship to logistics and multiculturalism through the international benchmarking of furniture companies are then explored.Design/methodology/approachTBC and cultural perceptions in furniture manufacturing companies located in Brazil and Scandinavia were investigated. Data were collected from furniture companies by questionnaires and were analysed through descriptive statistics and multivariate techniques. The research presented here is part of a larger study that focuses on TBC strategies and multiculturalism in the furniture industry.FindingsData were collected from furniture companies located in different countries. The findings illustrate that there is a correlation between TBC strategies and cultural variables, as well as between TBC and seeking for local partnerships.Originality/valueThe originality of the paper lies in addressing relationships between TBC strategies, cultural aspects and the role of partnerships to improve logistics management competitiveness. To date, this area has received little attention in the literature. Likewise, the results point to partnerships being necessary to improve TBC and logistics strategies.

The Challenges of Lean Transformation and Implementation in the Manufacturing Sector

“…The application of Lean Manufacturing (LM) in both the service and manufacturing industries has demonstrated improvements in organizational performance [1,2]. Other benefits obtained from LM implementation include improved flexibility, profitability, and efficiency [3,4]; continuous improvement in processes [5,6]; reduced production costs [7][8][9]; improved customer satisfaction [10,11]; enhanced just-in-time production (JIT) [12,13]; ergonomic improvements for employees [14]; and increased product reliability [15]. This success implies that Lean is universal [13,16,17] and is not a fad that will pass away.…”