Time-based strategies—Theory and practice

Spanner, G.E.; Nuño, José Pablo; Chandra, Charu

doi:10.1016/0024-6301(93)90062-k

Cited by 15 publications

(8 citation statements)

References 13 publications

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“…This approach was in line with evidence existing in the literature showing that these factors will have a wide range of benefits within manufacturing organizations (e.g. see [1, 2, 3, 4, 5, 6]). In essence analysis at Dorman Smith revealed non value adding activity and time delays which were seen as untapped potential to be realized by improving the existing poor value chain organization.…”

Section: Key Areas For Considerationsupporting

confidence: 81%

Value chain development

Barker

1996

International Journal of Operations &Amp; Production Management

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Describes the problems recorded between 1991 and 1995 when attempting to re‐engineer the value chains of a medium‐sized electrical equipment manufacturing company in the UK. To provide guidance during the re‐engineering process a time‐based framework for analysis has been developed; this is underpinned by throughput time reduction and time compression strategies. Development takes place within a post MRP environment with full kanban control of both internal and external supply chains in a cellular structure. Aims to provide researchers and practitioners with a diary of events and problems encountered during the restructuring process. Conclusions reveal a complex set of constraints which hinder development and little or no linkage to overall financial performance measurement.

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Section: Key Areas For Considerationsupporting

confidence: 81%

Value chain development

Barker

1996

International Journal of Operations &Amp; Production Management

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“…Gathering information from British industry confirms that little attention is given to this important area of time and cost compression, although it is often quoted as a reason for change[14]. In addition there is a growing body of evidence[15, 16, 17], to indicate that a focus on time and the development of frameworks to aid time‐based restructuring provide a common link to successful cost reduction.…”

Section: Discussionmentioning

confidence: 99%

Manufacturing system constructs: the need for resource alignment

Barker

1996

Integrated Manufacturing Systems

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Argues that all manufacturing organizations contain the same basic elements needed to be world class, but some perform much better than others through attention to integration and closer synchronization of value‐adding activity. Considers the evidence that throughput time reduction in the material conversion chain has been most successful when restructuring a company. Managers and all employees, however, need to develop a new mindset which can focus on the manufacturing system constructs that effectively link the value chain. Gives case history results to expand on the problems encountered in developing the value‐adding capability of organizations.

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“…T -Time of Integration -The time or speed of the knowledge-sharing process and integration of core competencies may be a very important factor for successful acquisitions in generating synergy. It has been empirically tested that the longer the integration process takes before operations start running in a normal way, the fewer the chances the acquisition has of being successful (Netz et al, 2019;Spanner et al, 1993).…”

Section: Research Design and Methodologymentioning

confidence: 99%

Brazilian Natura & Co: creating cosmetic powerhouse. Empirical evidence of competence-based synergies in M&A processes

Čirjevskis

2020

ARLA

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PurposeThis paper aims to operationalize and to test the ARCTIC (A – Advantage, R – Relatedness, C – Complexity of Competence, T – Time of Integration, I – Implementation Plan, C – Cultural Fit) framework to assess the prerequisites of competence-based synergy in the acquisition process. The current research provides new analyses of recent acquisitions in the global beauty industry where the ARCTIC framework was satisfied and where the ARCTIC model was NOT satisfied by decisive factors to get the acquisition's synergies. It allows readers to contrast two case studies and grasp how the framework works in greater detail.Design/methodology/approachThe current research relies on an extensive archival search that included financial statements, annual reports, internal documents, industry publications and CEO statements to get at a micro-level understanding. This boosts research data and the operationalization of the ARCTIC framework.FindingsThe research identified four steps for investigating whether core competence transfer in an acquisition process would be a source of competence-based synergies. The incorporation of real options into the synergy valuation measures market value-added arising from M&A deals.Originality/valueThe current paper contributes to theoretical and practical issues of global M&As as part of the existing literature of international business and strategic management. The impact on reciprocal synergies of agency problems, external interaction between CEOs in M&A deals, corporate governance systems and an executive compensation theory are promising areas of future research.

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Time-based strategies—Theory and practice

Cited by 15 publications

References 13 publications

Value chain development

Value chain development

Manufacturing system constructs: the need for resource alignment

Brazilian Natura & Co: creating cosmetic powerhouse. Empirical evidence of competence-based synergies in M&A processes

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