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Träfflista för sökning "WFRF:(Nilsson Carl Henric) srt2:(1995-1999);conttype:(refereed)"

Sökning: WFRF:(Nilsson Carl Henric) > (1995-1999) > Refereegranskat

  • Resultat 1-4 av 4
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1.
  • Nilsson, Carl-Henric, et al. (författare)
  • Making Manufacturing Flexibility Operational Part 1 - A Framework
  • 1995
  • Ingår i: Integrated Manufacturing Systems. - : Emerald. - 0957-6061. ; 6:1, s. 5-11
  • Tidskriftsartikel (refereegranskat)abstract
    • Develops a framework for manufacturing flexibility which illustrates how to obtain consistency from manufacturing strategy to the resource characteristics in the production system. Provides guidance on how to analyse and develop manufacturing flexibility in a corporate decision-making context. Uses the well-known input-transformation-output (ITO) model as a starting point for building the frame-work. Makes a clear distinction between internal and external factors impinging on the company, connecting the market demand for flexibility, the characteristics of the production system and the flexibility of the suppliers. Pursues the connection from the strategic level to the individual resource characteristics in the production system
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2.
  • Nilsson, Carl-Henric, et al. (författare)
  • The strategic grounding of competetive advantage : the case of Scania
  • 1995
  • Ingår i: International Journal of Production Economics. - 0925-5273 .- 1873-7579. ; 41:1-3, s. 281-296
  • Tidskriftsartikel (refereegranskat)abstract
    • Scania has performed well above average in the heavy truck industry during a considerable time span. Scania's sources of competitive advantage are presented and their interrelations and significance for the business strategy analysed in order to explain the success of Scania. Strategic issues are traditionally analysed in a top-down procedure starting with the corporate strategy and proceeding by disaggregation of the strategy down in the organisation. This is known as the grand strategy perspective and views strategy as a “chain of causality”. We introduce the grounded strategy perspective which views strategy as a “pattern in a stream of decisions and actions”, and takes its starting point in the stream of activities within the company. Grounded strategy synthesises the strategy according to a bottom-up procedure. The case of Scania and the heavy truck industry is analysed according to these two different perspectives on strategy. The methodological approach may be different depending on the perspective. The results of the case study from each perspective reveal interesting implications to strategists: scholars as well as practitioners. The grand strategy approach appears to be advantageous for analysis at the higher levels of strategy, while the grounded approach appear to be advantageous at the lower levels of strategy.
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3.
  • Nilsson, Carl-Henric, et al. (författare)
  • The strategic grounding of competitive advantage – The case of Scania
  • 1995
  • Ingår i: International Journal of Production Economics. - Amsterdam : Elsevier. - 0925-5273 .- 1873-7579. ; 41:1-3, s. 281-296
  • Tidskriftsartikel (refereegranskat)abstract
    • Scania has performed well above average in the heavy truck industry during a considerable time span. Scania’s sources of competitive advantage are presented and their interrelations and significance for the business strategy analysed in order to explain the success of Scania. Strategic issues are traditionally analysed in a top-down procedure starting with the corporate strategy and proceeding by disaggregation of the strategy down in the organisation. This is known as the grand strategy perspective and views strategy as a "chain of causality". We introduce the grounded strategy perspective which views strategy as a "pattern in a stream of decisions and actions", and takes its starting point in the stream of activities within the company. Grounded strategy synthesises the strategy according to a bottom-up procedure. The case of Scania and the heavy truck industry is analysed according to these two different perspectives on strategy. The methodological approach may be different depending on the perspective. The results of the case study from each perspective reveal interesting implications to strategists: scholars as well as practitioners. The grand strategy approach appears to be advantageous for analysis at the higher levels of strategy, while the grounded approach appear to be advantageous at the lower levels of strategy. © 1995.
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4.
  • Nordahl, Håkan, et al. (författare)
  • Managers' Perception of Flexibility in Manufacturing - A Study in the Swedish Engineering Industry
  • 1996
  • Ingår i: Integrated Manufacturing Systems. - 0957-6061. ; 7:4, s. 22-33
  • Tidskriftsartikel (refereegranskat)abstract
    • Managers’ perceptions of flexibility in manufacturing were investigated in a research case study conducted at six Swedish companies within the engineering industry. The goal of the study was to establish which factors managers considered to be important for manufacturing flexibility and how companies and managers perceived flexibility. The size of the company, the complexity of the products and the level of technology used in production were factors found to be important for issues concerning manufacturing flexibility. The findings have implications for both managers and researchers. Managers should be aware of the lack of conformity in the perception of flexibility within companies and its possible consequences. Gives researchers suggestions based on this study, for further research in manufacturing flexibility.
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  • Resultat 1-4 av 4
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tidskriftsartikel (4)
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Nilsson, Carl-Henric (4)
Dernroth, Jörgen (2)
Nordahl, Håkan (2)
Lärosäte
Lunds universitet (2)
Högskolan i Halmstad (1)
Jönköping University (1)
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Engelska (4)
Forskningsämne (UKÄ/SCB)
Teknik (2)
Samhällsvetenskap (2)

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