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Argues that the design of the Volvo Uddevalla plant may be described as a process with an “internal logic” in which design options were eliminated through irreversible design decisions until only one alternative remained ‐ an unorthodox alternative comprising, for example, long cycle time work never used before for full‐scale production of automobiles. Contends that the most innovative features of the Uddevalla plant ‐ i.e. the detailed layout in the assembly workshops and the corresponding unorthodox production principles used ‐ were in many respects an unanticipated outcome of the design process. Pre‐existing gross layout of the plant as well as the interaction between the materials feeding techniques adopted and the operation of the automated guided vehicle system. When this was perceived by the Volvo managers, the design process had passed the point of no return, i.e. the investments made and lack of time prevented regression to more traditional layouts and production principles.

In recent years, assembly lines have been reintroduced in the Swedish automotive industry and, in many cases, have replaced those so‐called alternative assembly systems which had their roots in the 1970s. This paper reviews and evaluates some explicit reasons given for the return to the assembly line. It also considers whether the decisions to replace alternative assembly systems with assembly lines may have been driven by other factors and mechanisms than those implicit in these arguments and, if so, what other factors could explain their reintroduction. There is also a discussion of which dimensions that should be taken into account when choosing between alternative assembly systems and assembly lines and empirical data are used to shed more light on the issues discussed in the article. The authors report one study that compares automobile assembly in an alternative assembly system with assembly of the same products after introducing an assembly line. They also briefly discuss reasons for and experiences from the recent introduction of alternative assembly systems in the Japanese electronics industry. In this case, so‐called cellular assembly systems have replaced assembly lines.

Presents some theoretical principles and empirical evidence relating to the new Swedish production systems for final assembly of motor vehicles. Contends that in these production systems it is possible simultaneously to enhance efficiency and quality of working life. Briefly sketches three production forms as they apply to the final assembly of automobiles and discusses the societal environments in which these different forms of production have evolved. Focuses on Volvo′s Swedish Uddevalla plant as one of the main examples so far of a reflective production system for final assembly of automobiles. Amplifies the analysis of different production flow patterns for final assembly and in particular addresses the issue of semi‐parallel mechanistic production flow and parallel organic production flow as alternatives to serial flow on a conventional line assembly.

Discusses production models for final assembly in the automotive industry and also reports on the performance of one final assembly plant representing an innovative production model, namely the Volvo Uddevalla plant. Briefly considers some issues and pitfalls in current production model discourse, and in this connection introduces a distinction between two manufacturing models and broader industrial models. Describes two manufacturing models for final assembly work as namely the “serial flow model” and the “parallel flow model”. Discusses the Japanese “lean production”, sometimes synonymous with “Toyotism”, as an industrial model and the impact of socio‐economic and socio‐cultural contexts on manufacturing models and industrial models. Concludes that the Uddevalla plant highlights the paradox that long cycle time work in parallel flow assembly systems is in fact more efficient than short cycle time work in serial flow systems, provided that suitable technical and administrative preconditions exist. Therefore, the engineering point of view and the Swedish experiences of innovative manufacturing systems should be carefully considered in the current production model discourse.

The author argues and explains that the indigenous Eastern epistemological frame of yin-yang balancing can be taken as a unique system of thinking toward a meta-perspective. It is not only deeply rooted in the indigenous Eastern culture traditions, but also bears salient global implications, especially in the domain of paradox management. The purpose and contribution of this chapter are twofold: (1) to explain the unique and salient features of yin-yang balancing (the “either/and” system to reframe paradox into duality as partially conflicting and partially complementary, both spatially and temporarily) as compared with the Western logic systems (the “either/or” and “both/or” or “both/and” systems); and (2) to explore the global implications of the “either/and” system for future paradox research, including the three unique themes of overlap between opposites with the “seed” of one opposite inside the other; threshold from the contingent balance between partial separation and partial integration in line with specific contexts through three operating mechanisms, and knot for the special role of third-party to shift paradox from a dyadic level to a triadic and even a multiplex level.

The author argues and explains that the indigenous Eastern epistemological system of Yin-Yang balancing should be taken as a novel system or frame of thinking, which is deeply rooted in the indigenous Eastern culture traditions, but it has significant global implications, especially in the domain of paradox management. The purpose of this paper is twofold: first, to provide a detailed elaboration of the indigenous Eastern epistemological system of Yin-Yang balancing in contrast to the Western logic systems; and second, to provide a roadmap for applying the system of Yin-Yang balancing to complex issues in the area of management, in general, and paradoxical issues, in particular.

This is a conceptual paper with a focus on theory-building.

The author elaborates on the indigenous features of Yin-Yang balancing, in contrast to Aristotle’s formal logic and Hegel’s dialectical logic in the West, to further explore the former’s global implications for the increased attention to research on paradox management. In particular, the author posits that Yin-Yang balancing appears to be better suited for paradox management than the more commonly used logics available in the Western literature. Built upon the Yin-Yang balancing, a practical tool of Duality Map for paradox management is proposed.

The system of Yin-Yang balancing proposed in this paper has the potential to embrace logical systems available in the West into a geocentric (East-meeting-West) meta-system. This paper further shows how to apply Yin-Yang balancing with the tool of Duality Map to the most salient paradoxes in the domain of management, including value-profit balance (triple bottom lines), exploration-exploitation balance (ambidexterity), cooperation-competition balance (co-opetition), globalization-localization balance (glocalization), institution-agency balance (institutional entrepreneurship), simultaneously positive and negative attitudes toward an entity (ambivalence), and etic-emic balance (geocentric) across all domains of management research.

The primary challenge for management researchers is to find a way to achieve a geocentric integration between the West and the East at the fundamental level of philosophy. The hope is that the philosophical traditions in the East will facilitate such integration. In particular, the Eastern philosophy of wisdom has a unique capacity to reframe paradox from a negative problem (i.e. a problem of inconsistency to be resolved by dualism in terms of separating opposite elements) to a positive solution (i.e. a solution of completeness or holism to be achieved by duality in terms of partially separating and partially integrating opposite elements).

Many firms use customer co-creation practices with the aim of benefiting from their customers’ knowledge, skills and resources. This paper aims to explore co-creation processes which involve users with different background characteristics and motivational drivers.

The study builds on an analysis of data from six teams in which users collaborated with in-house professionals for the development of new service concepts. Observations and open-ended questionnaires provided insights into the teams’ development processes. Independent experts rated the generated concepts. The data were analysed using cross-comparison matrices.

The findings suggest that the co-creation process and outcomes can be influenced by numerous intra-team factors, including relationship and task conflicts, participation style, team bonding, team identity and cohesiveness and intra-team collaboration. Their occurrence and influence seem to be linked with a specific team composition. A conceptual co-creation process model and six propositions are used to describe the complex relationships between team composition, intra-team factors and key innovation outcomes.

Research that investigates user involvement in teams needs to consider the complexity of intra-team factors affecting the development process and outcomes. The findings are limited to a specific setting, design task and user sample. Future research should replicate this study in different sectors.

Key to customer co-creation is the systematic recruitment of users based on their background characteristics and motivational drivers. For instance, the involvement of users with very specific innovation-related benefit expectations can cause conflict, leading to narrowly focused outcomes. This, however, can be mitigated by the form of facilitation and roles adopted by in-house professionals. Understanding intra-team dynamics can allow the firm to assemble and facilitate customer co-creation so that generated outcomes can align with set innovation targets.

This paper provides original insights into the “black box” of the customer co-creation process and the complex relationship between team composition, intra-team factors and key innovation outcomes.

This chapter examines the role of stakeholders, cocreation, and pro-environmental behaviors in Google’s efforts to reduce the environmental impact of their food waste. It describes several different strategies that the company undertook and the outcomes of those efforts. These efforts ranged from working with suppliers and employees to use food that was normally wasted to implementing a waste measuring and feedback system. The case highlights the challenges, current impact, and risks of the different strategies.

The chapter covers the theories and models of stakeholder influence on sustainability, new product development through cocreation, and pro-environmental behaviors; it applies these concepts to Google’s food waste program.

The results of the study contribute to the frameworks on cocreation and stakeholder management to include ideas for encouraging pro-environmental behavior through various social practices (measuring and monitoring waste, building supply chain partnerships, and cocreating new products with stakeholders).

The findings of this chapter will help other companies with ideas for successfully reducing food waste and its environmental impact by illustrating new ideas for engaging stakeholders in the supply chain.

The purpose of this paper is to present Danish distribution research, with an emphasis on research conducted during the last decade. In order to give the reader an understanding of the background of current research, a number of older projects are also mentioned. We refrain, on the other hand, from suggesting any trends for the future development of Danish distribution research — trends concerning topics, paradigms and methodology. As will be seen, the volume of research is quite small and the number of researchers is very limited. Hence, the future of distribution research is very dependent on the development of a few individuals and on their subjective choices. Having said this, it should also be made clear that what is presented below deals only with academic research.