The success of flexible, low-cost, quality competitors: A European perspective

Bolwijn, Piet; Kumpe, Ted

doi:10.1016/0263-2373(91)90073-y

Cited by 6 publications

(1 citation statement)

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“…Based upon this model, main elements for successfully managing the change processes associated with the evolution can be derived. Earlier publications focused on why manufacturing needs to be upgraded and on the changing role of R&D during the evolution [9,27]. This paper highlights the crucial role HRM plays in effectively realizing the fundamental changes large industrial organizations have to undergo in order to be able to meet the challenges of the nineties.…”

Section: Evolution Of Large-scale Industrymentioning

confidence: 96%

About facts, fiction and forces in Human Resource Management

Bolwijn

Kumpe

1996

HSM

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When building competitive advantage the actions of successful firms influence and actually change market demands. This complex interaction between firms and markets leads to an evolutionary process, during which companies – by a process of organizational learning – pass through evolutionary phases of efficiency, quality, flexibility and innovativeness, in that order. Just as technology is the driving force in the evolution, customers are the deciding force and, last but not least, employees are the decisive force. Fundamental strategic changes, effecting structure as well as culture of organizations, and which have taken place at practically all major organizations, are characteristic of the evolutionary process. This paper shows that the disappointing results of many such strategic changes must be sought in insufficient involvement of, and insufficient changes in Human Resource Management. Also, the challenges posed to both top-management and HRM to remedy such failures are described.

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Section: Evolution Of Large-scale Industrymentioning

confidence: 96%

About facts, fiction and forces in Human Resource Management

Bolwijn

Kumpe

1996

HSM

Self Cite

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Kostenmanagement bei verschiedenen Wettbewerbsstrategien

Schweitzer

Friedl

1997

Kostenrechnung

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Aligning manufacturing flexibility with environmental uncertainty: Evidence from high-technology component manufacturers in Taiwan

Chang¹,

Lin²,

Sheu³

2002

International Journal of Production Research

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While¯exibility improvement is among the top concerns of manufacturing managers, managers are advised to choose the dimensions of¯exibility they want in their plants. This study investigates the strategic choice of aligninḡ exibility development with the external environment that manufacturing managers face. Considering the nature of the high-technology industry in Taiwan, we measure environmental uncertainty based on the dimensions of customer demand, supply, competitors and product technology. Empirical data were collected from manufacturing ®rms in Taiwan. We then applied path analysis to examine the e ect of aligning three types of¯exibility: product mix, new product and volume with speci®c dimensions of environmental uncertainty.The results indicate that the matching of manufacturing¯exibility with environmental uncertainty is necessary to ensure pro®t and sales performance. When faced with certain environmental stimuli, management should choose to emphasize and develop particular manufacturing¯exibility.

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The success of flexible, low-cost, quality competitors: A European perspective

Cited by 6 publications

References 0 publications

About facts, fiction and forces in Human Resource Management

About facts, fiction and forces in Human Resource Management

Kostenmanagement bei verschiedenen Wettbewerbsstrategien

Aligning manufacturing flexibility with environmental uncertainty: Evidence from high-technology component manufacturers in Taiwan

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