Labouring the label: cK or DKNY

Sharifi, Sudi; Button, Wendy

doi:10.1108/13620439810370625

Cited by 1 publication

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References 4 publications

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“…Often a broad interpretation of these management notions and models has implied reconfiguration of the organizational structures to a horizontal basis, involving all the stakeholders, here, suppliers and customers. However, in recent years`q uantum'' paradigm (Zohar, 1997) and`c omplex evolving systems'' (Sharifi and Button, 1998) are suggested as metaphors for understanding and thus changing organisations. In these paradigms change and evolution are intrinsic features of the enterprise and the interconnectedness of the actors assumes the involvement of all in the process.…”

Section: Introductionmentioning

confidence: 99%

Managing the product design process: exchanging knowledge and experiences

Pawar

Sharifi²

2002

Integrated Manufacturing Systems

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States that the design process includes redesigning, which implies that customer requirements, their scrutiny of the design outcome and their experiences are integral to the frame of reference of the enterprise. Furthermore, the role of design function is redefined here, and becomes one, which will maintain the continuity of the process and is to do with co‐ordination and communication; that is, between designers, suppliers and customers. Traditional organizational structures and approaches inadequately address the context, which is conducive for parallelism and co‐operation and so on. This article explores the dynamics of the relationship between suppliers and customers regarding the design process in the manufacturing sector and proposes some scenarios for rethinking the dynamics of the interface and its role in shaping the design process. The arguments are evidenced and supported by a set of case examples conducted by the authors. Draws some lessons from these examples and speculates on the managerial and organizational implications.

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Section: Introductionmentioning

confidence: 99%