An exploration of Swedish companies' offshoring of R&amp;D activities to China

Hafström, Linna; Magnusson, Mats; Max, Anna

doi:10.1109/icmit.2010.5492707

Cited by 3 publications

(4 citation statements)

References 13 publications

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“…Description of softgoal Balanced [Asset Sharing] Quantity of contents transferred must be equal among partners [46].…”

Section: Evaluation Phasementioning

confidence: 99%

A Modeling Approach for Getting to Win-Win in Industrial Collaboration under Strategic Coopetition

Pant

2019

CSIMQ

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Interorganizational coopetition describes a relationship in which two or more organizations cooperate and compete simultaneously. Actors under coopetition cooperate to achieve collective objectives and compete to maximize their individual benefits. Such relationships are based on the logic of win-win strategies that necessitate decision-makers in coopeting organizations to develop relationships that yield favorable outcomes for each actor. We follow a strategic modeling approach that combines i* goal-modeling to explore strategic alternatives of actors with Game Tree decision-modeling to evaluate the actions and payoffs of those players. In this article, we elaborate on the method, illustrating one particular pathway towards a positive-sum outcomethrough the introduction of an intermediary actor. This article demonstrates the activation of one component in this guided approach of systematically searching for alternatives to generate a new win-win strategy. We also present a metamodel for relating i* models and Game Trees. A hypothetical industrial scenario focusing on the Industrial Data Space, which is a platform that can help organizations to overcome obstacles to data sharing in a coopetitive ecosystem, is used to explain this approach.

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“…Description of softgoal Balanced [Asset Sharing] Quantity of contents transferred must be equal among partners [46].…”

Section: Evaluation Phasementioning

confidence: 99%

A Modeling Approach for Getting to Win-Win in Industrial Collaboration under Strategic Coopetition

Pant

2019

CSIMQ

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“…Therefore, irrespective of where the facilities are located within a company's international manufacturing network, the management of manufacturing activities is critical for the success of the international operation. For example, the coordination in purchasing makes it possible to achieve the economies of scale in purchasing, and the transfer of experience can increase the know-how especially within the development centers [18]. For what concerns the management of international operations to facilitate coordination, Rudberg and Olhager [9] presented four coordination approaches corresponding to four basic network configurations.…”

Section: Literature Reviewmentioning

confidence: 99%

“…As this subtler mechanism is an intangible approach, i.e., this cannot readily be installed in an organization; its success depends on continuous relationships between facilities. Likewise, it has been demonstrated that communication, as a means of informal coordination, between the host facility and the headquarters is crucial for the success of offshore (knowledge-intensive) activities [18].…”

Section: Mechanisms Of Coordinationmentioning

confidence: 99%

Coordination in International Manufacturing: The Role of Competitive Priorities and the Focus of Globally Dispersed Facilities

2018

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In this era of globalization, network integration has received great attention, as it certainly has implications for the competitiveness in international manufacturing. A key issue in integration is to coordinate activities of dispersed facilities in a way to align the target of locating abroad and the priorities to be competitive. This study explores and clarifies the effect of competitive priority and focus of dispersed facilities on coordinating the activities in intra-firm network manufacturing. Based on a multiple case study involving four different companies manufacturing in globally dispersed facilities, the results confirm that both competitive priorities and specific focus of global manufacturing are important for selecting mechanisms to coordinate overseas facilities, with the competitive priorities 'quality' and 'flexibility' being the more important. Furthermore, the findings reveal that companies place emphasis on informal mechanisms to coordinate the low-cost focused facilities. In turn, the importance of formal mechanisms seems equal for coordinating both low-cost focused facilities and those focused on capturing a local market. Finally, the findings of this paper suggest that elements of competitive priority, as well as the focus of dispersed facilities, should be considered towards making the choice for mechanisms of coordination. The findings bear important implications for the effective coordination of activities in international manufacturing.

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“…this cannot readily installed in an organisation, its success depends on continuous relationships between facilities. Likewise, it has been demonstrated that communication, as a means of informal coordination, between the host facility and the headquarters is crucial for the success of offshore (knowledge-intensive) activities (Hafström et al, 2010).…”

Section: Mechanisms Of Coordinationmentioning

confidence: 99%

International Manufacturing Network : operational issues and reshoring

Sayem¹

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This dissertation addresses the topic of international manufacturing strategy, especially a focus on operational issues of network manufacturing and reshoring of manufacturing facilities. Manufacturing network is defined as a group of wholly-owned facilities of a firm, as opposed to supply chain management where there are plants belongs to other companies. Research on the importance of the operation of manufacturing networks can help to gain insights into how to manage activities in dispersed facilities and how the network-related advantages are achieved through the network management. Research has validated the contribution of network coordination to attain competitive advantages of international manufacturing. It has also suggested that strategic objectives, such as competitive priorities of manufacturing in globally disperse facilities, are highly important for setting and implementing manufacturing network strategy. However, the impact of such strategic objective/s on network management is still unexplored, Palabras clave: Fabricación global; redes de fabricación; coordinación de red; prioridades competitivas; relocalización; capacidades de red; estudio de caso de investigación; investigación cualitativa.

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An exploration of Swedish companies' offshoring of R&D activities to China

Cited by 3 publications

References 13 publications

A Modeling Approach for Getting to Win-Win in Industrial Collaboration under Strategic Coopetition

A Modeling Approach for Getting to Win-Win in Industrial Collaboration under Strategic Coopetition

Coordination in International Manufacturing: The Role of Competitive Priorities and the Focus of Globally Dispersed Facilities

International Manufacturing Network : operational issues and reshoring

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