| 51. |
- Eriksson, David, et al.
(författare)
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The importance of the retailer for an OEM developing innovative products
- 2011
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Ingår i: Conradi Research Review. - : Vaasa University of Applied Sciences. - 1459-0980. ; 6:2, s. 63-81
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Tidskriftsartikel (refereegranskat)abstract
- The supply chain strategy research has generated many frameworks for matching the supply chain with the nature of demand, market, consumers, or products. Recently many companies have implemented innovative new product development processes in order to increase revenue. However, research on the importance of the retailers for an original equipment manufacturer (OEM) adopting a leagile supply chain strategy for innovative products, is scarce. Using the case study method, this research investigates the need of collaboration between an OEM and its retailers. This research aims to richen the knowledge about demand supply chain management (DSCM), and the coordination of demand and supply processes between companies in the demand-supply chain. This research shows that there are several measures that may be used to monitor performance, and that collaboration is important for the case company.
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| 52. |
- Eriksson, David, et al.
(författare)
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The Role of Consumer Insight in New Product Development and Its Impact on Supply Chain Management : A Swedish Case Study
- 2010
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Ingår i: Innovative Process Optimization Methods in Logistics. - Berlin : Erich Schmidt Verlag. - 9783503126835 - 350312683X ; , s. 113-126
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Konferensbidrag (refereegranskat)abstract
- This paper seeks to explore how a profound consumer understanding may influence the early stages of a new product development (NPD) process. The issue is examined through a qualitative single case study combined with a literature review. The case study shows how the NPD process is structured and executed in a Swedish furniture company as well as the role consumer insight plays in that process. Empirical data have been collected mainly from in-depth interviews with persons representing senior and middle management in the case company. The research reveals that consumer oriented, cross-functional NPD in the case company has a strong impact on internal collaboration, and aligns the goals between different departments and functions within the company. Despite inefficiencies on departmental level, effectiveness on company level is achieved. Early indications show an expected growth in contribution margins by 8 percentage.
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| 53. |
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| 54. |
- Eriksson, David, et al.
(författare)
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To offshore or reshore : The battle of data points
- 2018
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Ingår i: Supply Chain Management Review. - : E H Publishing, Inc.. - 1521-9747. ; 22:3, s. 42-46
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- [...]our research shows that not all offshoring decisions are based on the best methods or information. [...]a series of incorrect decisions made offshoring look like a great decision when it was not. [...]after years of outsourcing, Plant A was still the same size and unable to trim its overhead despite lower production levels. [...]one product became so expensive to produce internally that it was priced too high and failed in the market while lower-cost competitors thrive today.
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| 55. |
- Eriksson, David, et al.
(författare)
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Using the industry as a model for better learning experience in higher education
- 2016
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Ingår i: International Journal of Management in Education (IJMIE). - 1750-385X .- 1750-3868. ; 10:4, s. 325-338
-
Tidskriftsartikel (refereegranskat)abstract
- The aim of this study is to evaluate how industrial approaches to learning can be introduced into logistics/supply chain management (SCM) education programs in a university setting. This issue has been examined through two case studies. The first case study outlines the current state of a bachelor education program in logistics/SCM at the University of Borås in Sweden. The second case study illustrates two education programs for practitioners in an international electronics company from Sweden. The investigated university education program has several practical goals, but few practical learning situations. The industrial case study illustrates how practical learning situations can be incorporated into the education program and this may help to improve skills and confidence of the students. Practical learning situations seem positive, but need consideration to when they are to be included in the education program.
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| 56. |
- Eriksson, David, et al.
(författare)
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Value creation across organizational borders: towards a value gap theory
- 2024
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Ingår i: European Business Review. - : Emerald. - 0955-534X .- 1758-7107.
-
Tidskriftsartikel (refereegranskat)abstract
- PurposeThis study aims to explore and theorize value gaps within value chain management (VCM) by extending the service quality gap model to the context of global manufacturing value chains.Design/methodology/approachDrawing upon a case study of a small, family-owned Swedish furniture wholesaler, Alpha, this research adapts the service quality gap model and integrates it into the VCM framework. The investigation examines the value creation and delivery processes across a network of actors, highlighting how various gaps emerge at different stages of the value chain.FindingsThe study identifies and describes several value gaps, including those related to consumer understanding, manufacturing capabilities and coordination across the value chain. Value creation gaps arise from poor communication about consumer needs and product features, whereas value delivery gaps are mainly tied to manufacturing capacity and material restrictions. These gaps can result in misalignment between consumer expectations and the delivered value.Research limitations/implicationsAlthough this study provides insights into the emergence of value gaps, further research is needed to determine the magnitude and reduction strategies for these gaps. In addition, understanding how consumers evaluate new products remains a critical area for investigation.Practical implicationsThe research highlights the significance of a coordinated approach to managing value creation and delivery processes. It underscores the need for companies to capture accurate consumer data, consider manufacturing capabilities and engage in effective coordination with various actors in the value chain.Social implicationsBy addressing value gaps, companies can enhance consumer satisfaction and minimize potential dissatisfaction caused by misalignment between consumer expectations and delivered value. This, in turn, can lead to improved relationships with consumers and other actors within the value chain.Originality/valueThis research offers a novel perspective on value gaps in VCM, extending the service quality gap model to the realm of manufacturing. It underscores the importance of managing both value creation and delivery processes for enhancing competitive advantage in a global market.
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| 57. |
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| 58. |
- Fjellström, Daniella, et al.
(författare)
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Manufacturing relocation ambiguity model : a prerequisite for knowledge management
- 2023
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Ingår i: British Journal of Management. - : Wiley. - 1045-3172 .- 1467-8551. ; 34, s. 1100-1116
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Tidskriftsartikel (refereegranskat)abstract
- Knowledge management and manufacturing relocation have been treated as independent spheres. However, for a relocation to be fruitful, knowledge management needs to be incorporated. The purpose of this research is to shed light on the lack of knowledge management in dynamic manufacturing relocation. In particular, the research focuses on the ability to change, adapt and revert manufacturing relocation decisions, that is, the dynamic nature (or use) of the concept. A Swedish company was used as a case study. Nine in-depth interviews were conducted with key informants at the company's headquarters in Sweden and its factory in China to capture a dyadic perspective. The findings demonstrate that: (1) knowledge transfer is crucial to create/sustain competitive advantage in the offshoring and reshoring phase; (2) lack of knowledge transfer results in limited learning outcomes with operational and strategic consequences in the relocation; (3) resistance to knowledge transfer in the offshoring creates a knowledge gap that consequently leads to relocation ambiguity in the reshoring phase; and (4) companies need to develop knowledge management strategies to promote knowledge transfer and learn from their international relocation, to cope with relocation ambiguity. Our theoretical contribution introduces the knowledge ambiguity framework, which is a result of insufficient knowledge transfer in the dynamic manufacturing relocation. Even if an organization relocates efficiently, it can fail to take advantage of knowledge transfer and development as potential learning for the organization.
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| 59. |
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| 60. |
- Fobbe, Lea, 1990-, et al.
(författare)
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Continuous and changing stakeholder engagement for organisational sustainability: Proposing the stakeholder engagement flow model
- 2024
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Ingår i: Corporate Social Responsibility and Environmental Management. - : Wiley. - 1535-3958 .- 1535-3966.
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Tidskriftsartikel (refereegranskat)abstract
- Stakeholder engagement has been at the forefront of the organisational sustainability debate, particularly focusing on operational sustainability practices (OSP). While sustainability literature increasingly focuses on sustainable business models (SBMs) and the relationship to OSP, research on stakeholder engagement in SBMs and how this relates to engagement in OSP has been scarce. Based on case study research, this paper contributes to the debate by first providing empirical evidence on engagement practices for implementing SBMs. Second, this paper proposes the stakeholder engagement flow model, highlighting how stakeholder engagement for implementing SBMs need to be adapted in relation to stakeholder engagement in OSP. While stakeholder engagement is often continuous for a broad range of stakeholders, successfully implementing SBMs may also require changing engagement practices both in terms of engagement approach and role of stakeholders. The results advance the theoretical debate on stakeholder engagement for organisational sustainability and support practitioners to rethink and evaluate their stakeholder engagement efforts when aiming to implement OSP and SBMs.
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