If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to evaluate the relative impact of dynamic capabilities on various dimensions of strategic flexibility in Indian manufacturing industry. Design/methodology/approach -In this study, 102 manufacturing organizations have been extensively surveyed, to assess the relative impact of different dynamic capabilities on various dimensions of strategic flexibility. The correlations between dynamic capabilities and strategic flexibility have been evaluated and validated by employing various statistical tools. Findings -The research focuses upon the significant contributions of dynamic capabilities such as human resource capabilities, innovative capabilities, technological capabilities, alliance capabilities and research and development capabilities, towards managing flexibility at strategic level in manufacturing organizations. Originality/value -This study provides the first empirical evidence of such a relationship with a relative choice between dynamic capabilities for managing strategic flexibility in large and medium scale organizations in India.

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Flow shop scheduling is a type of scheduling where sequence follows for each job on a set of machines for processing. In practice, jobs in flow shops can arrive at irregular times, and the no-wait constraint allows the changes in the job order to flexibly manage such irregularity. The flexible flow shop scheduling problems with no-wait have mainly addressed for flow optimization on the shop floor in manufacturing, processing, and allied industries. The scope of this paper is to identify the literature available on permutation and non-permutation flow shop scheduling with no-wait constraint. This paper organizes scheduling problems based on performance measures of variability and shop environments. The extended summary of two/three-machine and m-machine problems has been compiled, including their objectives, algorithms, parametric considerations, and their findings. A systematic appearance of both conceptual and analytical results summarizes various advances of the no-wait constraint. The paper includes independently investigated problems and suggestions for future research directions.

Manufacturing organizations have to cope with hypercompetitive, uncertain, and increasingly dynamic environments these days. This increased dynamism is created by the rapidly changing needs of the customer, the fast changes in technology and market, etc. Developing flexibility in manufacturing organizations better prepares them to respond to dynamic market conditions and rapidly shifting customer needs. Manufacturing organizations today tend to improve and implement manufacturing flexibility at a strategic level. In this chapter, different strategies to achieve flexibility at strategic level are identified. Further, the type of strategies to be adopted for a particular flexibility dimension at strategic level and under particular market environment are studied. In this chapter, Analytical Hierarchy Process (AHP) and Fuzzy Set Theory (FST) are applied to develop a framework for achieving strategic flexibility in manufacturing organizations.