The Extended Manufacturing Enterprise Paradigm

O’Neill, Henrique; Sáckett, Peter

doi:10.1108/00251749410069453

Cited by 72 publications

(43 citation statements)

References 4 publications

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“…The literature was spurred-on by cases of practical application which dispelled the myth of JIT as a secret or magical technique, but also promoted ways and means to replace more traditional "push-type" manufacturing planning and control systems with lower inventory, faster throughput and more efficient market/demand "pull" systems (Demeter and Matyusz, 2011;Ertay, 1998). This represented a change in manufacturing paradigm from mass production (O′Neill and Sackett, 1994) and was the basis for the emergence of the lean production paradigm following the publication of Womack et al"s 1990 seminal lean production thesis The Machine That Changed the World. Very soon it was accepted that lean simply represented "best practice" in contemporary manufacturing operations.…”

Section: The Literaturementioning

confidence: 99%

Partial and iterative Lean implementation: two case studies

Bamford

Forrester

Dehe

et al. 2015

International Journal of Operations &Amp; Production Management

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Section: The Literaturementioning

confidence: 99%

Partial and iterative Lean implementation: two case studies

Bamford

Forrester

Dehe

et al. 2015

International Journal of Operations &Amp; Production Management

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“…6. The concept of Extended Enterprise PM was first espoused by O'Neill and Sackett [69], but it remains one of the most under-developed aspects of the Extended Enterprise concept. Moving beyond the supply chain PM concept requires an Extended Enterprise mindset, which emphasises a collaborative win-win policy between respective supply chain partners, and is not based totally upon zero-sum performance measures such as those of cost (i.e.…”

Section: Insert Figure 5 Here…mentioning

confidence: 99%

A review of performance measurement: Towards performance management

Folan

Browne

2005

Computers in Industry

361

250

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Describes the evolution of performance measurement in four sections: recommendations, frameworks, systems, and inter-organisational performance measurement. Measurement begins with a recommendation, which is a piece of advice related to the measures or structure of performance measurement; frameworks can be dichotomised into a structural and procedural typology that suggests structural framework development has outstripped procedural framework development. The basic requirements for a successful PM system are two frameworks -one structural, and one procedural; as well as a number of other performance management tools.Inter-organisational performance measurement may be divided into supply chain and Extended Enterprise performance measurement: the former relying solely on traditional logistics measures, while the latter incorporates the structural aspects of the supply chain system and adds nonlogistics perspectives to its measurement arena. Finally the encroachment of the performance measurement literature into the processes related to performance management is examined, and areas for future research are suggested. Recommendations; Frameworks; Systems; Inter-organisational Performance Measurement; Performance Management Manuscript No.: 1762 -Computers Keywords:in Industry Submission Paper 3 IntroductionOrganisational Performance has always exerted considerable influence on the actions of companies. Consequently, the ways and means of accurately measuring this performance is perceived as being an increasingly important field of research for both organisations and academics alike. Indeed, in the last fifteen years or so Performance Measurement (PM) has been seen to occupy the minds of academics in an ever-increasing number of fields. The mid to late nineties seem to have seen the peak of this activity. Neely [63] estimated that between 1994 and 1996, some 3,615 articles on performance measurement were published alongside the statistic that in 1996 books on the subject appeared at a rate of one every two weeks in the USA alone. A vast array of disparate information concerning PM has been made available through the efforts of a number of researchers in different functional silos [58] and the field is now well recognised as being an important part of the manufacturing strategy literature [20]. As a consequence of this flourishing PM research, however, organisations and academics are facing a comprehension predicament: it has been suggested that the multi-disciplinary character of the research is hindering developments in the field of PM [58,64]; while the fact that PM is not owned by academics in any particular discipline has resulted in a reluctance to leave behind traditional functional boundaries when research upon the topic is performed [63]. The results have been an abundance of isolated PM information produced that may be duplicated and / or contradictory in nature.PM is also evolving at a considerable rate to combat new organisational realities; owing to the fight for industrial supremacy, the con...

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“…Although the EE has been defined as a learning organisation or knowledge-based organisation, existing conceptualisations of the EE have not clearly discussed what knowledge is, and how it differs from information (O'Neill and Sackett, 1994;Bititci, 2005). The foundation of the EE model lies in the resource-based theory and knowledge-based theory of the firm (Alguezaui and Filieri, 2011).…”

Section: A Knowledge-based View Of the Eementioning

confidence: 99%

A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage

Alguezaui

Filieri

2014

IJASM

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Abstract:The extended enterprise (EE) framework emerged in high-tech industries with large chains of suppliers to address the current challenges related to innovation and competition in complex scenarios. Since its conceptualisation, many transformations have interested the business landscape, such as the emergence of the knowledge economy, the rise of a more open approach to innovation, and the outsourcing and offshoring of value creating activities. This paper acknowledges these transformations and attempts to provide an updated model of the EE, termed extending enterprise, based on the knowledge-based view of the firm. The paper is conceptual in nature and research heralding from supply-chain management, operations, strategy, innovation, knowledge management has been brought together in this paper. After more than ten years from its conceptualisation, this is the first attempt that discusses the EE framework in light of the knowledge economy.Keywords: extended enterprise; knowledge-based view; knowledge transfer; innovation.Reference to this paper should be made as follows: Alguezaui, S. and Filieri, R. (2014) 'A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage', Int.

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The Extended Manufacturing Enterprise Paradigm

Cited by 72 publications

References 4 publications

Partial and iterative Lean implementation: two case studies

Partial and iterative Lean implementation: two case studies

A review of performance measurement: Towards performance management

A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage

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