Factors affecting the development of collaborative improvement with strategic suppliers

The research presented in this paper was aimed at increasing the current understanding of the process of developing collaborative improvement in Extended Manufacturing Enterprises (EME). Theory suggests a number of factors to affect that process, including shared sense of direction (i.e. vision), trust, power, and commitment. Based on action research of three EMEs involving a total of thirteen companies from five European countries, the present study identifies a number of additional factors. Factors exogenous to, but impacting, the collaboration are joint history and culture. Endogenous factors are approach to establishing the collaboration, project organisation, change and improvement competence, ways and modes of communicating, and political behaviour. Not only do these factors influence each other, they also strongly affect the development of collaborative improvement

Implementing collaborative improvement, top-down, bottom-up, or both?

The research presented in this paper was aimed at increasing the current understanding of the process of developing collaborative improvement in Extended Manufacturing Enterprises (EME). Based on action research and action learning of three EMEs involving a total of thirteen companies from five European countries, the present study identifies three different approaches to collaborative improvement (CoI), that is, inter-organisational continuous improvement. One approach to CoI focuses on learning at a practical level, developing this knowledge into strategic and theoretical knowledge. We call this the bottom-up learning-bydoing approach. Another approach focuses on goal alignment and assessment to provide a foundation for improvement before actually improving. We call this the top-down directive approach. Yet another approach focuses on shared goals/vision and meeting on equal terms, and joint work in a non-directive matter. This is the laissez-faire approach. The different approaches influence the collaborative improvement results achieved, and how and why they do so is the question addressed this article

Building strategic supplier collaboration through gaming

Strategic supplier collaborations in inter-organizational environments have shown increasingly important. When building a strategic collaboration, such as It-implementations, difficult issues come to surface e.g. human and technical difficulties. The focus of this article is a game developed to visualize these human factors to students with a theoretical and practical background, and by this the students will be equipped to plan and handle such a process in reality. The game is developed as a participating role game and based on an empirical documented case. The article has a practical focus/contribution and therefore the case is described and discussed in detail