Erik S. Madsen, Jens O. Riis and Brian V. Waehrens
In the context of transferring manufacturing knowledge to new locations, whether this is to parties inside or outside the legal boundary of a firm, a key problem remains, that it…
Abstract
Purpose
In the context of transferring manufacturing knowledge to new locations, whether this is to parties inside or outside the legal boundary of a firm, a key problem remains, that it is often difficult to explain what operators really know, or why what they do really works. Still most attention is given to planning the physical move and to the explicit knowledge associated with normal operations. The paper argues that manufacturing processes rarely contain the necessary robustness that can be replicated in a new context. The transfer, therefore, should encompass a wider range of task situations and the associated sets of knowledge. The purpose of this paper is to develop a method that may help to identify and capture the knowledge tied to non‐normal task situations as a basis for supporting an accelerated learning at the new site.
Design/methodology/approach
Three case studies based on observations over one‐and‐half years and interviews (n = 59) with operators, management and technical support staff on both sides of the relationship, illustrate and support the developed model. A fourth case study is used to test the method.
Findings
The case studies show that the classification of task situations can be used in the process of identifying hidden knowledge.
Practical implications
The paper operationalizes knowledge tied to different task situations at the shop floor and shows that the non‐normal task situations deserve increased attention in the literature as well as in practical work of preparing for a transfer of manufacturing processes. The proposed method may help companies identify hidden knowledge and prepare a comprehensive training program.
Originality/value
The authors present a framework for assessing knowledge of various task situations and a method for transfer of non‐normal task situations.
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Per Servais, Tage Koed Madsen and Erik S. Rasmussen
E-business is an important business tool, and the increasing presence on the internet reflects this fact. For small- and medium-sized firms (SMEs) interested in…
Abstract
E-business is an important business tool, and the increasing presence on the internet reflects this fact. For small- and medium-sized firms (SMEs) interested in internationalizing, their internet offers some advantages, because, with e-business, borders between countries are becoming less relevant, and more direct interaction between business entities is made possible. In this article, we unravel the use of internet usage of different types of firms. First, we present a categorization of different local and international firms, and, second, we focus on the internet usage by born global firms compared to the other types of firms. We conclude that born global firms use the internet to convey their market presence, but only to a limited extent do they sell their products via the internet. Instead, they use the internet to support the already existing relationships by describing their products on web pages, offering services related to their products via the internet, facilitating product development via the internet, and building and maintaining relations to foreign customers. We also stress the importance of further research on how born global firms adapt to the internet in practice.
According to a recent and interesting revision of advances in international marketing theory and practice, the international marketing literature has grown exponentially in recent…
Abstract
According to a recent and interesting revision of advances in international marketing theory and practice, the international marketing literature has grown exponentially in recent years in order to offer sufficient support to corporate and public policy makers confronting today's hostile global business conditions (Katsikeas, 2003a). In fact, some of the most relevant academic journals in this field (Journal of International Business Studies, Journal of International Marketing, International Marketing Review, International Business Review, Advances in International Marketing, among others) can be considered highly stable and mature publications, with research articles covering a wide range of topics within the international marketing domain and usually authorized by leading contributors to other high-ranking marketing journals (DuBois & Reeb, 2000; Malhotra, Wu, & Whitelock, 2005).
Erik S. Rasmussan, Tage Koed Madsen and Felicitas Evangelista
Attempts to consider how a founder has reduced equivocality in relation to support networks and reducing risks, especially in an international environment. Presents the case…
Abstract
Attempts to consider how a founder has reduced equivocality in relation to support networks and reducing risks, especially in an international environment. Presents the case studies of five Danish and Australian born global companies. Considers different global models and their limitations. Presents the findings of recent surveys in this area. Concludes that internationalization has not been the primary objective in the founding process and gives direction for further research.
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Anna Fredriksson, Anna Malm and Erik Skov Madsen
The purpose of this paper is through a literature study and a study of the Saab offset cases to identify strategies to increase inter-organizational transfer capability.
Abstract
Purpose
The purpose of this paper is through a literature study and a study of the Saab offset cases to identify strategies to increase inter-organizational transfer capability.
Design/methodology/approach
This paper is based on a literature study and a study of three of Saab’s offset cases and Saab’s process for technology transfer.
Findings
This study has identified inter-organizational transfer strategies based on the importance of the hierarchy of decision-making and the change from capacity transfers to capability transfers in offset business. The type of performance goals set in the business agreement decides how to realize the transfer. The hierarchy of decision-making creates a need to align the understanding of the performance goals between the different parts of the organization, which affect the plans for how to transfer knowledge between the organizational as well as the individual levels. To reach the performance goals of the technology transfer, there needs to be a balance between the disseminative capability of the sender and the absorptive capability of the receiver.
Research limitations/implications
This study is based on a single case within a relatively unique industry with an offset perspective and production transfers. Therefore, there is also a need for future studies to confirm the identified relationships within outsourcing/offset within other industries and other types of transfers.
Originality/value
A change from capacity transfers to capability transfers in both outsourcing/offshoring and offset business indicates that more research should be placed on the disseminative capacity of the sender. The literature review revealed that the disseminative capacity of the sender has been the subject of less research than the absorptive capacity of the receiver.
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Kristian R. Petersen, Erik Skov Madsen and Arne Bilberg
This paper aims to explore how maintenance tasks can be planned and executed in a smarter way and, consequently, how the operations and maintenance of offshore wind power…
Abstract
Purpose
This paper aims to explore how maintenance tasks can be planned and executed in a smarter way and, consequently, how the operations and maintenance of offshore wind power installations can be improved through modularisation.
Design/methodology/approach
This is a case study of one of Europe’s leading offshore wind power operators with more than 1,000 wind turbine generators in operation. By focusing on this company, in-depth insights into its operations and maintenance processes are investigated.
Findings
Lean is identified to constitute an important first step before the modularisation of maintenance tasks. The modularisation of the maintenance of offshore wind farms is identified to reduce preventive maintenance times.
Practical implications
The paper develops a process to identify the resources needed for maintenance before the modularisation of maintenance tasks and resources can take place. The authors also establish a foundation for the development of a software tool to support the development of the modularisation of maintenance tasks.
Originality/value
The present study contributes to the rather immature field of research on the operations and maintenance of offshore wind power. Furthermore, it adds to the emerging research area of service modularity.
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Mette Praest Knudsen and Erik Skov Madsen
The purpose of this paper is to explore the specific practices of management in the dispatching unit and to identify mechanisms for supporting transfer of shop floor knowledge…
Abstract
Purpose
The purpose of this paper is to explore the specific practices of management in the dispatching unit and to identify mechanisms for supporting transfer of shop floor knowledge embedded in operating manufacturing equipment.
Design/methodology/approach
The paper applies an inductive and a case study approach for exploring three empirical cases that represent different manufacturing facility relocation processes and differences in the applied managerial practices.
Findings
The paper identifies two important gaps in international production literature when firms relocate equipment to other sites; a time gap (from dismantling to re-assembly of production facilities) and a space gap (from the current to the new site abroad). These gaps are important for understanding why relocation processes are difficult and what management can do to facilitate such processes.
Practical implications
The paper identifies four issues that management faces in the dispatching context when relocating manufacturing facilities.
Originality/value
The paper gives new insights to a limited literature of shop floor knowledge transfer when relocating manufacturing facilities.
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Yang Cheng, Erik Skov Madsen and Jirapha Liangsiri
The global spread of production makes companies relocate their manufacturing units frequently. Not only equipment, systems, and facilities, need to be moved, but the transfer of…
Abstract
Purpose
The global spread of production makes companies relocate their manufacturing units frequently. Not only equipment, systems, and facilities, need to be moved, but the transfer of operational knowledge and experience seem to be a major challenge. However, discussions on knowledge transfer are derived predominantly from a cognitive perspective and normally focus on the organizational level and are rarely linked with outsourcing. Thus, from the perspective of operations management, the purpose of this paper is to explore how to transfer production know‐how on the shop‐floor level when manufacturing units are relocated and indicate which means can be used to support this intra‐firm transfer process.
Design/methodology/approach
Four cases are identified from research in three Danish companies. Observations and 77 semi‐structured interviews have been made over a time period of two years. Surveys of documents, questionnaires, and the Delphi method have been used to supplement the research.
Findings
Four cases are analyzed from four aspects. By doing so, different relocation situations are identified; different types of transferred knowledge are recognized; and different groups of means for knowledge transfer are introduced and classified according to their usage.
Practical implications
A framework is summarized to integrate all the elements discussed in this paper, which provides strong support and clear directions to industrial managers when they need to transfer knowledge in the relocation projects. Together with the framework, a process to help managers implement their knowledge transfer is also proposed.
Originality/value
Besides the framework and process, this paper also indicates that absorptive capacity of a production unit depends not only on the level of technical competence at its site, but also on whether real manufacturing environment has already existed or not. Two means for establishing virtual manufacturing environment are suggested.