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This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three‐legged stool”) with the empirical evidence from the research. The aim of the paper is to describe the journey from theory to practice of HR transformation in organisations as they adopt and adapt the model.

An institutional frame of reference is used for case studies of seven Swedish organisations. The respondents in the 192 interviews are HR professionals, line managers and other stakeholders.

All seven of the organisations adopted the HR transformation as a standard blueprint. Management consultants played a leading role in this process. HR service centres were established, the local HR staffs were reduced radically, and the remaining role, the HR business partners, took on lesser importance. During the adaptation process a variety of solutions resulted, some of which were innovations.

Because of the small sample size, the generalisability of the results is somewhat limited.

The results may useful to both researchers and practitioners, whether they are involved in the study or in the re‐organisation of HR. It is not easy to imitate a theoretical model or a “best practice” model without taking the translation process into consideration.

Previous studies have not examined how HR transformation/shared service travels in different organisations using this number of interviews in in‐depth research. These results show that achieving the desirable HR organisation depends on the translation and interpretations of the concepts in the local context.

In pace with an increasing awareness of the negative effects, both in terms of productivity and social aspects, of taking the division of work and specialization too far, the question concerning transfer of maintenance work from the maintenance unit to the operators has increasingly been focused. Discusses the factors that exert an influence on the design of the interface between operation and maintenance as well as the implications of different design alternatives, in terms of different aspects of productivity and job satisfaction in three highly mechanized production units (one producing disposable napkins and two vehicle components) within two Swedish companies. The case studies demonstrate that creating well‐defined areas of responsibility, placing overall responsibility for maintenance in the hands of one individual and establishing direct contacts between operators and repairmen are measures that exert a positive influence on productivity. In addition, the case studies show the necessity of linking the design of the maintenance work to the operator′s overall work situation and competence level, and that operator competence is an important factor for attaining productivity and job satisfaction.

The stiffening international competition facing the Swedish chemical industry has led to a transition from commodity chemicals to speciality chemicals. Emphasis on speciality chemicals places demands on the flexibility of production systems. Analyses the issues regarding flexible production in the chemical industry in terms of the means of achieving flexibility and factors affecting flexibility, based on a study designed as a case study of two production units in a Swedish chemical company. Demonstrates the multi‐dimensional nature of the problems surrounding flexibility, and that technical and social factors interact to achieve a state of flexibility. Controlled by skilled employees, new technology may be a powerful means of achieving flexibility. Shows that technological factors may be associated with heavy restrictions that can be only partly offset by the social system.

Presents a model of five linked maintenance management components (strategy, human aspects, support mechanisms, tools/techniques and organization). Analyses the present status of these components in Swedish manufacturing firms through a survey of 284 respondents. Shows that fewer than half have written maintenance strategies or computerized maintenance information systems and several give maintenance low status. The figures are lowest in small firms and in the timber industry. Preventive maintenance at fixed intervals and corrective maintenance are the most common maintenance techniques. However, condition monitoring is common in large paper and chemical firms. Also indicates that Swedish firms have not fully made maintenance a company‐wide issue, and that centralized maintenance departments dominate resources in large firms, but outsourcing has become important in small firms. Many of these figures are considered not to be optimal, but the average firm should be able to improve.

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.

The concept of maximizing “employee voice” is examined in VW66 (see page 51) which looks at the various techniques which organizations use to provide this facility which may take the form, for example, of collective bargaining or a grievance procedure. Installing formal processes for employees to be heard appears to be on the increase, ranging from mandatory work councils which are a feature of many western European countries, to the various voluntary mechanisms which predominate in the USA.

THE VALUE OF ABSTRACTS AND THEIR USE ‐ Being in possession of the “right” information is vital in maintaining competitiveness in the modern business age. There is a mass of information “out there” in the environment, so coping with it, managing it effectively, and selecting from it that which is useful, would appear to be the key to success.

The purpose of this paper is to adopt the total productive maintenance (TPM) in the food industry and especially in bakery products. The paper aims to develop a methodology for increasing production rate, improving the quality of the products and providing a healthier and safer work environment.

The methodology is based on analysing the reliability data of an automatic production line. It is divided into four steps, whose aims are to bring forth improved maintenance policies of the mechanical equipment. Also, the continuous and thorough inspection of the production process is achieved through measurements of the overall equipment effectiveness (OEE).

The goal of development methodology is to bring competitive advantages, such as: increasing the productivity; improving the quality of the products; and reducing the cost production of the line.

The development methodology in the food industry increases the production rate, improving the quality of the products and providing a healthier and safer work environment. It can be useful to guide food product machinery manufacturers and bread and bakery products manufacturers to improve the design and operation of the production lines that they manufacture and operate.

This paper presents the implementation of TPM in a pizza production line and, using certain assumptions, the generalization of the results in bakery production lines.