2005
DOI: 10.1080/00207540500117805
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Supply chain agility: the influence of industry culture on asset capabilities within capital intensive industries

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Cited by 34 publications
(19 citation statements)
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“…Previous studies assert that in such conservative (mature) industries managers do not have much interest in promoting innovation and change. They pay little attention to fundamental operations management thinking (Shaw et al, 2005). Another possible argument is that managers in the oil and gas industry have developed "an illusion for control" (Kahneman and Lovallo, 1993).…”
Section: Discussionmentioning
confidence: 99%
“…Previous studies assert that in such conservative (mature) industries managers do not have much interest in promoting innovation and change. They pay little attention to fundamental operations management thinking (Shaw et al, 2005). Another possible argument is that managers in the oil and gas industry have developed "an illusion for control" (Kahneman and Lovallo, 1993).…”
Section: Discussionmentioning
confidence: 99%
“…Capital-intensive firms in the manufacturing industry are considered to put more assets into production processing (Shaw et al, 2005). 23 Tax incentives provided by the governmentto investors for importing costly equipment should be attractive to those capital-intensive MNEs.…”
Section: Observationmentioning
confidence: 99%
“…It is also important to consider the availability of research resources to avoid high wage costs in obtaining local researchers. In 23 Shaw et al (2005) suggest supply chain agility in capital-intensive industries is strongly linked to the capabilities of the individual processing assets that comprise the chain. The tax incentives provided by regional governments to cover expenditures on costly equipment should be attractive to these capital-intensive multinationals.…”
Section: Implications To Mnes and Policy-makersmentioning
confidence: 99%
“…Holweg (2005) proposed in his paper that product, process and volume are three key factors that determine the responsiveness of a supply chain system, and provided guidelines on how to align the supply chain strategy to these three factors in order to balance responsiveness to customer demand and supply chain efficiency. An examination on supply chain system in process industries from a responsiveness view point was carried out by Shaw et al (2005). These authors also proposed a conceptual management strategy to improve the responsiveness of process supply chain system.…”
Section: Literature Reviewmentioning
confidence: 99%