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Based on a conceptual framework of the linkages between strategic manufacturing goals and complexity, the purpose of this paper is to investigate adaptation processes in manufacturing firms to increasing external complexity.

Hypotheses are tested with statistical analyses (group comparisons and structural equation models) that are conducted with data from the third round of the International Manufacturing Strategy Survey.

The study shows that manufacturing firms face different degrees of complexity. Firms in a more complex environment tend to possess a more complex internal structure, as indicated by process configuration, than firms in a less complex environment. Also depending on the degree of complexity, different processes of adaptation to increases in external complexity are initiated by organisations.

Research studies taking into account the dynamics of adaptation processes would be helpful in order to draw further conclusions, for instance, based on longitudinal analyses or simulation studies.

Depending on the level of complexity a firm has been confronted with in the past, different adaptation processes to further growing complexity can be initiated. Firms in high complexity environments have to re‐configure their strategic goals; firms in low complexity environments have to build‐up internal complexity to cope with demands from the outside.

The paper distinguishes between adaptation processes in low and high complexity environments and provides explanations for the differences.

The purpose of this paper is to examine the relationships between strategic manufacturing capabilities, particularly whether they are cumulative or trade‐off in nature.

Uses statistical analyses, particularly structural equation modelling based on data from the third round of the International Manufacturing Strategy Survey.

Finds mostly cumulative effects between the strategic capabilities. Shows that “quality” is a basis for “delivery”, which is a basis for “flexibility” and “cost”; between “flexibility” and “cost” an unclear relationship is found. Whether “flexibility” and “cost” are pursued exclusively or simultaneously seems to be connected with the implementation of certain improvement programmes.

Results cannot be interpreted in a prescriptive way, but only as descriptive findings stemming from a large empirical database. Future research in this area needs to be extended by longitudinal analyses and simulation studies because cross‐sectional analyses can only provide indirect empirical measures of dynamic changes of capabilities.

Describes a common pattern of capability accumulation in the industries investigated. This information can be used to estimate potential competitor behaviour or as a way to perform in an innovative manner.

Offers a clear conceptualisation of strategic capabilities with the help of an empirical study.

The unstable labor productivity and periodic planning method cause barriers to improving construction logistics management. This paper aims to explore a demand-driven mechanism for efficient construction logistics planning to record the material consumption, report the real-time demand and trigger material replenishment from off-site to on-site, which is aided by Building Information Modeling (BIM) and the Kanban technique.

This paper follows the design science research (DSR) principles to propose a system of designing and applying Kanban batch with 4D BIM for construction logistics planning and monitoring. Prototype development with comparative simulation experiments of a river remediation project is conducted to analyze the conventional and Kanban-triggered supply. Two-staged industrial interviews are conducted to guide and evaluate the system design.

The proposed BIM-enabled Kanban system enables construction managers and suppliers to better set integrated on- and off-site targets, report real-time demands and conduct collaborative planning and monitoring. The simulation results present significant site storage and schedule savings applying the BIM-enabled Kanban system. Feedback and constructive suggestions from practitioners are collected via interviews and analyzed for further development.

This paper brings to the limelight the benefits of implementing BIM-enabled demand-driven replenishment to remove waste from the material flow. This paper combines lean production theory with advanced information technology to solve construction logistics management problems.