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In the UK as more and more traditional manufacturing is being outsourced to lower-cost countries, the development of manufacturing start-up companies is increasingly perceived as important in sustaining a competitive UK manufacturing base. However, start-up companies are often associated with a high failure rate, particularly during the early stages of operation. As they have yet to build up the strength and resources to sustain them through internal and external crises, start-ups operate under conditions that constantly challenge their survival. Developing the most appropriate manufacturing strategy is probably more critical in start-up companies than in established organisations, yet little research has addressed this area.

This paper reports the findings of an exploratory study involving six UK manufacturing start-up companies. A novel manufacturing strategy content framework is proposed. The chapter also examines the business orientation (technology-push or market-pull) adopted by the case companies, and investigates how business orientations influenced their manufacturing strategies. This leads to two business orientation mobility models. This chapter concludes by discussing the use of the frameworks and suggesting how they might be put into practice to provide assistance to operational managers in start-up companies.

The purpose of this paper is to provide an overview of a particular approach for increasing knowledge creation in organisation. The paper provides a discussion of related concepts, processes, and a tool.

This paper describes the reasons for drawing connectance diagrams, the process and the software. It also explains their application within companies, and discusses plans for further research.

The feedback from the case studies presented in this paper was positive and indicated that the tool for action plan selection (TAPS) is useful for learning and teaching.

This paper provides a practical tool for increasing the flow of knowledge in organisations and explains how it is used. This paper argues that one way of achieving this is through an interactive process coupled with an effective knowledge map to gather the employees' collective view of the knowledge and skills required to successfully perform each step in delivering solutions. The key is both a process and a tool that organisations use to manage their knowledge in a way that enhances employees' learning and ownership. This paper describes such an approach, and explains its application within companies, and discusses plans for further research. The process described in this paper is known as drawing connectance diagrams and the software tool to accomplish this is called TAPS.