The impact of management on creativity and knowledge transfer in an academic virtual enterprise

In a competitive knowledge-based environment the role of creativity in new product development (NPD) has increased. The university as the provider of scientific and technological knowledge has become a key player in NPD, as a supplier of knowledge and human capital and as the physical space for new enterprises. The boundaries between science and technology, university and industry are in flux. This article therefore examines the environmental, strategic and organizational factors influencing innovation in NPD process on an example of an Academic Virtual Enterprise (AVE) that was applied in a design course called European Global Product Realization. AVE represents a creative working environment for students, where they act as real professionals in solving a real-life design problem

Supply chain decision making supported by an Open books policy

Based on a study of a buyer–seller relationship in the automotive industry, this article identifies 17 different decision-making processes where openly sharing cost data—a so-called open books policy—plays an important supporting role. These processes relate to supplier selection, various activities that occur prior to production, and the full-speed production stage of the exchange process. Overall, open books plays the greatest role in the pre-production stage, although it is found to support decision-making relating to supplier selection and decision-making during full-speed production to a greater extent than the literature recognizes

Business integration between manufacturing and transport-logistics firms

Purpose - This paper analyses how manufacturers and transport-logistics service providers (TLSPs) work together and integrate their business processes. The information technologies used to support the integration, the processes currently integrated, and the expected future integration, are searched. Design/methodology/approach - Six in-depth case studies were conducted among leading companies in the electrical, electronics, mechanical, food processing, and transport-logistics industries. The data was collected using comprehensive semi-structured interviews. Findings - Most of the firms are coupled electronically through EDI. The current business integration practices are primarily restricted to some sub-processes in three key SC processes: Customer service management, order fulfillment and backwards logistics. In the future the manufacturers want a better integration with the TLSPs, but at the same time, manufacturers would like to have the freedom of breaking the relationship, if the party does not fulfill the requisites and expectations. The future developments associated to the "commoditization" of TLSPs’ services would reinforce this trend. Originality/value - This research has shed light on a relatively unexplored area related to the integration between manufacturers and transport-logistics firms. Our research has highlighted the complexity of the integration between the two echelons, and has helped to the identification of current areas of integration. This research has also contributed to understand how the integration occurs in real contexts, by uncovering with a high degree of detail, what manufactures do to integrate their business with the TLSPsSupply chain management; Business process integration; Information technologies (IT); Standardization; Manufacturers; Transport and Logistics Service Providers (TLSPs)

Work Organisation and Innovation - Case Study: Radiometer, Denmark

[Excerpt] Established in 1935 by two engineers, Radiometer invented the world’s first blood gas analyser in 1954 in connection with the struggle against the childhood polio epidemic. This invention resulted in the development of a company that produces medico-technical products and services for hospitals. The company’s headquarters are in Denmark, where the largest group of employees (948) work. Worldwide, Radiometer has a total of 2,300 employees and subsidiary companies in 23 countries

Project alliancing at National Museum of Australia: Collaborative process

Project alliancing is a new alternative to traditional project delivery systems, especially in the commercial building sector. The Collaborative Process is a theoretical model of people and systems characteristics that are required to reduce the adversarial nature of most construction projects. Although developed separately, both are responses to the same pressures. Project alliancing was just used successfully to complete the National Museum of Australia. This project was analyzed as a case study to determine the extent to which it could be classified as a “collaborative project”. Five key elements of The Collaborative Process were reviewed and numerous examples from the management of this project were cited that support the theoretical recommendations of this model. In the case of this project, significant added value was delivered to the client and many innovations resulted from the collective work of the parties to the contract. It was concluded that project alliances for commercial buildings offer many advantages over traditional project delivery systems, which are related to increasing the levels of collaboration among a project management team

The changing face of innovation policy: implications for the Northern Ireland economy

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