Shifting frontiers of control during closedown processes

Wigblad, Rune; Hansson, Magnus; Townsend, Keith; Lewer, John

doi:10.1108/00483481211200015

Cited by 9 publications

(14 citation statements)

References 20 publications

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“…• Defining group leaders with shop floor authority instead of managerial imposed authority (shifts of frontier of control) [14] • Reducing employee capacity while reducing machine capacity (Z T)…”

Section: Realizationmentioning

confidence: 99%

“…for maintenance or repair) for showing that it does matter [22] • Avoiding capital investments [14], but ensure maintenance (S)…”

Section: Realizationmentioning

confidence: 99%

“…• Watching machines carefully but in a descrete way [22], hiring security guards if needed [14] • Reducing capacity, e.g. due to lack of personnell (U), or planned from to shift to one shift system (S), eliminating redundancies (T)…”

Section: Realizationmentioning

confidence: 99%

“…The process includes activities to be performed in the operative environment of the production. Having defined process stages and underlying activities, clear shutdown goals can be set, thus making benefit from the closedown effect [13], an increase in productivity and improved quality without any change of capital investment during shutdown plant [14]. Furthermore, we conceptualize different closure alternatives through analyzing German companies' shutdowns.…”

Section: Introductionmentioning

confidence: 99%

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Production Phase-out During Plant Shutdown

2014

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Today's industry environment is characterized through a very unpredictable market. Therefore, companies establish robust production and logistics systems [1]. However, sometimes the established robustness does not prevent companies from location dynamics, including plant shutdowns or plant relocation [2]. Then, particularly, when big companies are involved and plenty of jobs are at risk, the public pressure is immense [3], which requires an effective management. Even though the market forces are obvious, the research intensity related to plant shutdowns is comparably low [4]. Appropriate expertise can be gained especially for the production phase-out (a repeated procedure), which is the operative implementation of every plant shutdown, but also takes place during standard product elimination. The paper's aim is primarily to conceptualize the different plant shut-down options. Second, it targets on analyzing how the production phaseout and the plant shutdown are organized in industry and to investigate if and how these processes can be standardized to avoid inefficiencies. In-depth expert interviews have been conducted. A purposive sampling strategy was followed including companies ex-post to their plant shutdown caused by insolvency, consolidation, offshoring, divestment/product elimination and outsourcing. Based on the empirical results, the relation between production phase-out and plant shutdown is emphasized. The evidence results in a framework of plant shut down reasons and concluding processes. The further developed process for production phase-out during a shutdown displays a form of guideline for companies.

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Section: Realizationmentioning

confidence: 99%

“…for maintenance or repair) for showing that it does matter [22] • Avoiding capital investments [14], but ensure maintenance (S)…”

Section: Realizationmentioning

confidence: 99%

Section: Realizationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Production Phase-out During Plant Shutdown

2014

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“…Combined, the NP and CP form the advance notice period (ANP). The period prior to the public announcement is furthermore called the pre-notice period (PNP) (Wigblad et al, 2012). If we include the PNP and the ANP, we can define the closedown process as in Figure 1.…”

Section: The Closedown Processmentioning

confidence: 99%

The Quest for CSR in Closedowns

Rydell

Wigblad

2012

NJWLS

Self Cite

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The influence of organizational death on work priorities and the moderating role of attachment internal working models

Yaakobi

2021

Curr Psychol

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Downturns in the global economy have caused even large organizations to cease to operate; a phenomenon often dubbed “organizational death”. Two studies focused on individual coping strategies in times of organizational death and the possible moderating role of attachment as a personality factor. Experiment 1 ( N = 162) explored the effects of the saliency of organizational death on work priorities, and the moderating role of dispositional attachment orientation. Experiment 2 ( N = 119) examined the interaction between dispositional attachment and the recall of an attachment event on work priorities. Participants reported their work priorities after being primed to imagine that their organization must either shut down or undergo an organizational crisis (or were assigned to a neutral control group), and completed the Experiences in Close Relationships scale to determine their attachment orientation. In Experiment 2, participants were also asked to recall a secure/insecure event after organizational death (or organizational crisis) priming to test the impact of external attachment event recall saliency and its interaction with dispositional attachment on work priorities. Dispositional avoidance (but not anxiety) moderated the effects of the organizational priming condition on work priorities. Recall of an attachment event interacted with dispositional avoidance (but not anxiety) on work priorities after organizational death priming. The saliency of organizational death mitigated the moderating role of individual differences on the effects of both dispositional orientation and priming of an attachment event on work priorities. Thus, a significant event that undermines one of the pillars of security in adulthood may lessen individual differences in work priorities following this exposure.

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Shifting frontiers of control during closedown processes

Cited by 9 publications

References 20 publications

Production Phase-out During Plant Shutdown

Production Phase-out During Plant Shutdown

The Quest for CSR in Closedowns

The influence of organizational death on work priorities and the moderating role of attachment internal working models

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