International Journal of Technology Management http://www.inderscience.com/browse/index.php?journalID=27&year=2012&vol=57&issue=1/2/3 Inderscience Publishers Ltd en-uk International Journal of Technology Management 0267-5730 1741-5276 © 2012 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ijtm_scoverijtm.jpg http://www.inderscience.com/browse/index.php?journalID=27&year=2012&vol=57&issue=1/2/3 http://www.inderscience.com/link.php?id=43948 The principles of lean production originating from the Toyota production system has spread from manufacturing to healthcare. Needless to say, this raises concern whether such principles are actually applicable where the product are humans in need of medical care and what are the consequences for the medical staff. The literature on lean does not suggest that lean should not be applicable in healthcare. Still this paper begins by discussing if the principles of lean from a theoretical perspective can be expected to work in healthcare. It is found that that it will be useful in certain types of settings but it is not a universal tool that may be applied to all aspects of healthcare. A case of lean in a surgical ward is presented and it is observed that patients have been split in to two flows, which can be described as a lean and a normal flow. Implementing lean in surgery lessons and implications
Kasper Edwards; Anders Paarup Nielsen; Peter Jacobsen
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 4 - 17
The principles of lean production originating from the Toyota production system has spread from manufacturing to healthcare. Needless to say, this raises concern whether such principles are actually applicable where the product are humans in need of medical care and what are the consequences for the medical staff. The literature on lean does not suggest that lean should not be applicable in healthcare. Still this paper begins by discussing if the principles of lean from a theoretical perspective can be expected to work in healthcare. It is found that that it will be useful in certain types of settings but it is not a universal tool that may be applied to all aspects of healthcare. A case of lean in a surgical ward is presented and it is observed that patients have been split in to two flows, which can be described as a lean and a normal flow.

]]> 10.1504/IJTM.2012.043948 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 4 - 17 Kasper Edwards; Anders Paarup Nielsen; Peter Jacobsen Department of Management Engineering, Technical University of Denmark, Produktionstorvet, Building 425, 2800 Kgs. Lyngby, Denmark. ' Department of Production and Mechanical Engineering, Ballerup, Lautrupvang 2B, 2750 Ballerup, Denmark. ' Department of Management Engineering, Technical University of Denmark, Produktionstorvet, Building 426, 2800 Kgs. Lyngby, Denmark lean implementation healthcare surgery patient flow working conditions surgical wards hospitals. 2011-12-01T23:20:50-05:00 57 1/2/3 4 17 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43949 Over the past decade, companies of all sizes have faced tremendous pressure to improve their manufacturing operations, productivity, and customer service in order to successfully compete in the global business arena As a result, companies have experimented with different strategies and techniques. The techniques that look the most promising appear to be Lean and Six Sigma. There are very limited studies that empirically document how these two techniques can be integrated into one strategy and how they can be leveraged to achieve world-class results. In this paper, by means of a detailed case analysis, we demonstrate how a major aircraft manufacturing company located in West Michigan successfully incorporated the LLS concept into its operations. We discuss the factors that facilitated the success of LLS and provide suggestions for managers who are considering implementing this improvement strategy. When Lean and Six Sigma converge: a case study of a successful implementation of Lean Six Sigma at an aerospace company
Asli Yagmur Akbulut-Bailey; Jaideep Motwani; Everett M. Smedley
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 18 - 32
Over the past decade, companies of all sizes have faced tremendous pressure to improve their manufacturing operations, productivity, and customer service in order to successfully compete in the global business arena As a result, companies have experimented with different strategies and techniques. The techniques that look the most promising appear to be Lean and Six Sigma. There are very limited studies that empirically document how these two techniques can be integrated into one strategy and how they can be leveraged to achieve world-class results. In this paper, by means of a detailed case analysis, we demonstrate how a major aircraft manufacturing company located in West Michigan successfully incorporated the LLS concept into its operations. We discuss the factors that facilitated the success of LLS and provide suggestions for managers who are considering implementing this improvement strategy.

]]> 10.1504/IJTM.2012.043949 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 18 - 32 Asli Yagmur Akbulut-Bailey; Jaideep Motwani; Everett M. Smedley Department of Management, Seidman College of Business, Grand Valley State University, Grand Rapids, MI 49504, USA. ' Department of Management, Seidman College of Business, Grand Valley State University, Grand Rapids, MI 49504, USA. ' Johnson Technology Inc., 2034 Latimer Dr., Muskegon, MI 49442, USA lean six sigma case study continuous improvement aerospace industry aircraft manufacturing. 2011-12-01T23:20:50-05:00 57 1/2/3 18 32 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43950 Lean principles and practices have been widely adopted by many companies since the early 1990s. These companies are now beginning to realise that traditional costing and accounting methods may hinder the lean initiatives that they are implementing. This raises an important question: "Which cost management and accounting approaches best support the newly implemented lean principles and practices?" This paper examines the relative impact of three different management accounting systems on lean manufacturing implementation through simulation modelling with a single performance metric net income. Three management accounting alternatives included in this study: traditional management accounting (TMA), activity-based costing (ABC), and value stream costing (VSC). This study compares these three management accounting alternatives using process simulation and statistically designed experimental methods. The results demonstrate that VSC appears to provide a bridge between operational views and financial views of lean, which enhances the transfer of information from shop level to management level. A comparative analysis of management accounting systems' impact on lean implementation
Xueping Li; Rapinder Sawhney; Eric John Arendt; Karuppuchamy Ramasamy
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 33 - 48
Lean principles and practices have been widely adopted by many companies since the early 1990s. These companies are now beginning to realise that traditional costing and accounting methods may hinder the lean initiatives that they are implementing. This raises an important question: "Which cost management and accounting approaches best support the newly implemented lean principles and practices?" This paper examines the relative impact of three different management accounting systems on lean manufacturing implementation through simulation modelling with a single performance metric net income. Three management accounting alternatives included in this study: traditional management accounting (TMA), activity-based costing (ABC), and value stream costing (VSC). This study compares these three management accounting alternatives using process simulation and statistically designed experimental methods. The results demonstrate that VSC appears to provide a bridge between operational views and financial views of lean, which enhances the transfer of information from shop level to management level.

]]> 10.1504/IJTM.2012.043950 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 33 - 48 Xueping Li; Rapinder Sawhney; Eric John Arendt; Karuppuchamy Ramasamy Department of Industrial and Information Engineering, University of Tennessee, 416 East Stadium Hall, Knoxville, TN 39776-0700, USA. ' Department of Industrial and Information Engineering, University of Tennessee, 416 East Stadium Hall, Knoxville, TN 39776-0700, USA. ' Department of Industrial and Information Engineering, University of Tennessee, 416 East Stadium Hall, Knoxville, TN 39776-0700, USA. ' Department of Industrial and Information Engineering, University of Tennessee, 416 East Stadium Hall, Knoxville, TN 39776-0700, USA lean manufacturing activity-based costing ABC lean accounting management accounting systems MAS simulation modelling net income value stream costing VSC. 2011-12-01T23:20:50-05:00 57 1/2/3 33 48 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43951 This paper draws on extensive theoretical research and literature reviews, from two cases, and presents one case to illustrate practical application. It seeks to define and understand how lean product development integrates with current lean manufacturing strategies, and how the principles of the lean product development process can successfully be applied to improve the operations of a high variable-low volume product mix business. This work aims at delivering a unique conceptual model that demonstrates how businesses can improve their profitability through the utilisation of lean product development concepts. Through our conceptual model, business firms achieve the systemic integration of lean product development concepts with their downstream operations. The case presented of a high variable-low volume business organisation offers useful insights into how to implement this in practice. Improving high variable-low volume operations: an exploration into the lean product development
Hassan Qudrat-Ullah; Baek Seo Seong; Brian L. Mills
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 49 - 70
This paper draws on extensive theoretical research and literature reviews, from two cases, and presents one case to illustrate practical application. It seeks to define and understand how lean product development integrates with current lean manufacturing strategies, and how the principles of the lean product development process can successfully be applied to improve the operations of a high variable-low volume product mix business. This work aims at delivering a unique conceptual model that demonstrates how businesses can improve their profitability through the utilisation of lean product development concepts. Through our conceptual model, business firms achieve the systemic integration of lean product development concepts with their downstream operations. The case presented of a high variable-low volume business organisation offers useful insights into how to implement this in practice.

]]> 10.1504/IJTM.2012.043951 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 49 - 70 Hassan Qudrat-Ullah; Baek Seo Seong; Brian L. Mills School of Administrative Studies, York University, 4700 Keele Street, Toronto, ON M3J 1P3, Canada. ' College of Business Administration, Konkuk University, 1 Hwayang-dong, Gwangjin-gu, Seoul 143-701, Korea. ' K&L Microwave, 2250 Northwood Dr., Salisbury, MD 21801, USA lean product development high variable operations low volume operations process people information use training technology management lean manufacturing. 2011-12-01T23:20:50-05:00 57 1/2/3 49 70 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43952 Lean development is a promising approach in new product development (NPD). However, despite the successful application of lean thinking and its principles to manufacturing, the adoption of the lean approach to product development is a quite novel undertaking. In this paper, we develop and test hypotheses pertaining to the elimination of waste, which is one of the major objectives of lean management. In particular, our study focuses on the question: What management factors are enablers for the elimination of waste in the context of NPD? We identified: 1) employee training; 2) coaching; 3) constructive failure treatment as effective means. Furthermore, implications for management practice are considered. Testing our hypotheses, we refer to data from 108 firms in the automotive supplier industry in German-speaking countries, i.e., Germany, Austria, Switzerland and Liechtenstein. Lean product development enabling management factors for waste elimination
Anja Schulze; Thorsten Störmer
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 71 - 91
Lean development is a promising approach in new product development (NPD). However, despite the successful application of lean thinking and its principles to manufacturing, the adoption of the lean approach to product development is a quite novel undertaking. In this paper, we develop and test hypotheses pertaining to the elimination of waste, which is one of the major objectives of lean management. In particular, our study focuses on the question: What management factors are enablers for the elimination of waste in the context of NPD? We identified: 1) employee training; 2) coaching; 3) constructive failure treatment as effective means. Furthermore, implications for management practice are considered. Testing our hypotheses, we refer to data from 108 firms in the automotive supplier industry in German-speaking countries, i.e., Germany, Austria, Switzerland and Liechtenstein.

]]> 10.1504/IJTM.2012.043952 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 71 - 91 Anja Schulze; Thorsten Störmer Technology and Innovation Management, ETH Zürich, Scheuchzerstrasse 7, 8092 Zurich, Switzerland. ' Technology and Innovation Management, ETH Zürich, Scheuchzerstrasse 7, 8092 Zurich, Switzerland lean development lean product development lean innovation new product development NPD waste elimination process efficiency automotive suppliers automobile industry Germany Austria Switzerland Liechtenstein. 2011-12-01T23:20:50-05:00 57 1/2/3 71 91 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43953 Creating and managing technological knowledge is the competitive advantage in innovation-intense industries. Sophisticated technology development which is faster and more efficient than the competitor's is the basis for competitiveness and future success. In this context, the transfer and application of lean principles to technology development is an appropriate approach to face these challenges. Our study investigates the impact of lean principles in innovation-intense organisations (i.e., companies of the automotive and machinery industries as well as in research facilities). Our results suggest that the implementation of lean principles create positive effects in technology development, e.g., reducing the development time and increasing the development efficiency. Out of the existing lean principles, the two principles 'avoidance of waste' and 'flow' have the highest influence on the improvement of development activities. The application of lean principles and its effects in technology development
Daniel Gerhard; Sebastian Engel; Christian Scheiner; Kai-Ingo Voigt
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 92 - 109
Creating and managing technological knowledge is the competitive advantage in innovation-intense industries. Sophisticated technology development which is faster and more efficient than the competitor's is the basis for competitiveness and future success. In this context, the transfer and application of lean principles to technology development is an appropriate approach to face these challenges. Our study investigates the impact of lean principles in innovation-intense organisations (i.e., companies of the automotive and machinery industries as well as in research facilities). Our results suggest that the implementation of lean principles create positive effects in technology development, e.g., reducing the development time and increasing the development efficiency. Out of the existing lean principles, the two principles 'avoidance of waste' and 'flow' have the highest influence on the improvement of development activities.

]]> 10.1504/IJTM.2012.043953 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 92 - 109 Daniel Gerhard; Sebastian Engel; Christian Scheiner; Kai-Ingo Voigt Friedrich-Alexander-University of Erlangen-Nuremberg, Lange Gasse 20, 90403 Nuremberg, Germany. ' Friedrich-Alexander-University of Erlangen-Nuremberg, Lange Gasse 20, 90403 Nuremberg, Germany. ' Friedrich-Alexander-University of Erlangen-Nuremberg, Lange Gasse 20, 90403 Nuremberg, Germany. ' Friedrich-Alexander-University of Erlangen-Nuremberg, Lange Gasse 20, 90403 Nuremberg, Germany technology management technology development R&D management lean management research and development innovation lean principles automotive technology automobile industry machinery industry waste avoidance flow. 2011-12-01T23:20:50-05:00 57 1/2/3 92 109 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43954 The present study describes the effects of product platform changes on lean production systems. Current research into product platforms focuses mostly on the development stage. However, although the initial development of platforms is an important issue, product platforms often evolve during later stages due to emerging engineering changes. The research question for this study is: how do firms manage the impact of changes on lean production systems, and what is the role of product platforms in stabilising the resulting variety during production and use? The study illustrates the fundamental impact of changes in the platform on procurement, manufacturing, and maintenance. Based on a case study, several important requirements in the management of platform changes are identified. Firstly, platform change attributes should be clearly defined because they determine the state of the platform during its lifecycle. Further, product platform lifecycle management (PPLM) is required to support impact analysis during a platform's lifecycle. Finally, configuration management of the product base installed in the field is required. Throughout the company, data management concerning versions, variants, and changes of platform attributes has to be organised. Further research should focus on defining the attributes of a platform more precisely and, subsequently, should concentrate on the development of a change or freeze policy based on these attributes. Impact of product platforms on lean production systems: evidence from industrial machinery manufacturing
Alex Alblas; Hans Wortmann
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 110 - 131
The present study describes the effects of product platform changes on lean production systems. Current research into product platforms focuses mostly on the development stage. However, although the initial development of platforms is an important issue, product platforms often evolve during later stages due to emerging engineering changes. The research question for this study is: how do firms manage the impact of changes on lean production systems, and what is the role of product platforms in stabilising the resulting variety during production and use? The study illustrates the fundamental impact of changes in the platform on procurement, manufacturing, and maintenance. Based on a case study, several important requirements in the management of platform changes are identified. Firstly, platform change attributes should be clearly defined because they determine the state of the platform during its lifecycle. Further, product platform lifecycle management (PPLM) is required to support impact analysis during a platform's lifecycle. Finally, configuration management of the product base installed in the field is required. Throughout the company, data management concerning versions, variants, and changes of platform attributes has to be organised. Further research should focus on defining the attributes of a platform more precisely and, subsequently, should concentrate on the development of a change or freeze policy based on these attributes.

]]> 10.1504/IJTM.2012.043954 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 110 - 131 Alex Alblas; Hans Wortmann Department of Information Systems, University of Groningen, Landleven 5, P.O. Box 800, Groningen 9700 AV, The Netherlands. ' Department of Information Systems, University of Groningen, Landleven 5, P.O. Box 800, Groningen 9700 AV, The Netherlands product platforms engineering change management lean production information management industrial machinery machinery manufacturing procurement manufacturing maintenance product platform lifecycle management. 2011-12-01T23:20:50-05:00 57 1/2/3 110 131 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43955 In this paper we analyse the existing interrelationships between information technology (IT) and the adoption of lean production. More specifically, the level of adoption of lean production is studied in accordance with the degree of use and the kind of IT used (internal and external IT). The results of the study show how companies need to augment the degree of use of internal or intra-organisational IT in order to increase the level of implementation of lean production and therefore improve efficiency. Results also show that external or inter-organisational IT only has a significant negative influence on the level of adoption of lean production when internal IT is controlled. These findings provide managers with empirical evidence and a theoretical framework on the balance between internal and external IT in order to increase lean production adoption, thus offering practical guidance on how to manage IT and lean production adoption. Impact of use of information technology on lean production adoption: evidence from the automotive industry
José Moyano-Fuentes; Pedro José Martínez-Jurado; Juan Manuel Maqueira-Marín; Sebastián Bruque-Cámara
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 132 - 148
In this paper we analyse the existing interrelationships between information technology (IT) and the adoption of lean production. More specifically, the level of adoption of lean production is studied in accordance with the degree of use and the kind of IT used (internal and external IT). The results of the study show how companies need to augment the degree of use of internal or intra-organisational IT in order to increase the level of implementation of lean production and therefore improve efficiency. Results also show that external or inter-organisational IT only has a significant negative influence on the level of adoption of lean production when internal IT is controlled. These findings provide managers with empirical evidence and a theoretical framework on the balance between internal and external IT in order to increase lean production adoption, thus offering practical guidance on how to manage IT and lean production adoption.

]]> 10.1504/IJTM.2012.043955 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 132 - 148 José Moyano-Fuentes; Pedro José Martínez-Jurado; Juan Manuel Maqueira-Marín; Sebastián Bruque-Cámara Department of Business Administration, Accounting and Sociology, University of Jaén, E.P.S. Linares, C/Alfonso X el Sabio, 28, 23700 Linares (Jaen), Spain. ' Department of Business Administration, Accounting and Sociology, University of Jaén, E.P.S. Linares, C/Alfonso X el Sabio, 28, 23700 Linares (Jaen), Spain. ' Department of Business Administration, Accounting and Sociology, University of Jaén, E.P.S. Linares, C/Alfonso X el Sabio, 28, 23700 Linares (Jaen), Spain. ' Department of Business Administration, Accounting and Sociology, University of Jaén, E.P.S. Linares, C/Alfonso X el Sabio, 28, 23700 Linares (Jaen), Spain lean production information technology internal IT external IT automotive manufacturing automobile industry. 2011-12-01T23:20:50-05:00 57 1/2/3 132 148 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43956 Most academic contributions to literature on lean manufacturing (LM) focus on specific aspects of LM, while there is little discussion on overall implementation issues. This is despite the fact that lean principles encompass all aspects of manufacturing operations and the need of a systemic approach is clearly shown in practitioner-oriented literature. This paper proposes the idea of an innovative methodology able to guide the information management in LM, based on the 'system of systems' (SoS) approach currently being used for complex military initiatives. It is an attempt to describe how the main aspects of manufacturing systems can be represented within the SoS framework and how SoS can support the rational definition of a path leading from corporate strategy to system redesign. The SoS approach for lean manufacturing systems
Arianna Alfieri; Marco Cantamessa; Francesca Montagna
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 149 - 165
Most academic contributions to literature on lean manufacturing (LM) focus on specific aspects of LM, while there is little discussion on overall implementation issues. This is despite the fact that lean principles encompass all aspects of manufacturing operations and the need of a systemic approach is clearly shown in practitioner-oriented literature. This paper proposes the idea of an innovative methodology able to guide the information management in LM, based on the 'system of systems' (SoS) approach currently being used for complex military initiatives. It is an attempt to describe how the main aspects of manufacturing systems can be represented within the SoS framework and how SoS can support the rational definition of a path leading from corporate strategy to system redesign.

]]> 10.1504/IJTM.2012.043956 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 149 - 165 Arianna Alfieri; Marco Cantamessa; Francesca Montagna Dipartimento di Sistemi di Produzione ed Economia dell'Azienda, Politecnico di Torino, Corso Duca degli Abruzzi, 24 10129 Torino Italy. ' Dipartimento di Sistemi di Produzione ed Economia dell'Azienda, Politecnico di Torino, Corso Duca degli Abruzzi, 24 10129 Torino Italy. ' Dipartimento di Sistemi di Produzione ed Economia dell'Azienda, Politecnico di Torino, Corso Duca degli Abruzzi, 24 10129 Torino Italy lean manufacturing information management strategy system of systems SoS network centric operations NCOs corporate strategy system redesign. 2011-12-01T23:20:50-05:00 57 1/2/3 149 165 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43926 This paper examines the relationships between mobile communication standards and product development strategy from a product architecture perspective. A product architecture model is useful in analysing research issues related to mobile phone product development. Samsung Electronics (SE)'s unique organisational capabilities are essential components of its product architecture strategy. This case study suggests several practical implications. First, implementing an effective product strategy requires that organisations are capable of managing different standards and platforms. Organisational networking capabilities enable rapid development and deployment of increasing product volume and variety in a changing global economy. Secondly, efforts to increase market positions within IT industries (the mobile industry in particular) have resulted in the adoption of global standards as an essential priority and as a competitive product positioning strategy. This requires timely implementation of strategic change initiatives (e.g., changes in technology standards). Third, managing product architecture is a strategic process that seeks a necessary balance between: 1) modularity demands for greater market access through rapid network production systems; 2) integrality requirements for greater competitiveness through keeping technological core capabilities in-house. The analysis conducted in this article may be extended to software specialisation processes for advanced as well as emerging markets. Implementation of product strategy with differentiated standards
Youngwon Park; Paul Hong; Gyewan Moon
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 166 - 184
This paper examines the relationships between mobile communication standards and product development strategy from a product architecture perspective. A product architecture model is useful in analysing research issues related to mobile phone product development. Samsung Electronics (SE)'s unique organisational capabilities are essential components of its product architecture strategy. This case study suggests several practical implications. First, implementing an effective product strategy requires that organisations are capable of managing different standards and platforms. Organisational networking capabilities enable rapid development and deployment of increasing product volume and variety in a changing global economy. Secondly, efforts to increase market positions within IT industries (the mobile industry in particular) have resulted in the adoption of global standards as an essential priority and as a competitive product positioning strategy. This requires timely implementation of strategic change initiatives (e.g., changes in technology standards). Third, managing product architecture is a strategic process that seeks a necessary balance between: 1) modularity demands for greater market access through rapid network production systems; 2) integrality requirements for greater competitiveness through keeping technological core capabilities in-house. The analysis conducted in this article may be extended to software specialisation processes for advanced as well as emerging markets.

]]> 10.1504/IJTM.2012.043926 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 166 - 184 Youngwon Park; Paul Hong; Gyewan Moon Waseda Institute for Advanced Study, Waseda University, 1-6-1 Nishi-waseda, Shinjuku-ku, Tokyo, 169-8050, Japan. ' Information Operations and Technology Management, College of Business and Innovation, University of Toledo, 2801 West Bancroft St., Toledo, OH 43606, USA. ' Research Institute of Economics and Business Administration, Kyungpook National University, 1370 Sangyeok-dong, Buk-gu, Daegu, 702-701, Korea product strategy mobile communications standards case study Samsung Electronics product development product architecture mobile phones cell phones organisational networking. 2011-12-01T23:20:50-05:00 57 1/2/3 166 184 2011-12-01T23:20:50-05:00 http://www.inderscience.com/link.php?id=43957 This study aims to analyse the extent to which the implementation of product value recovery practices affects the emergence of capabilities furnishing competitive advantage. For this purpose, we considered a sample of 123 Spanish factories holding ISO 14001 certification. Our findings show that all the practices examined in the study (design, manufacturing and waste treatment) facility simultaneously the creation of complex capabilities based on long-term commitments. Towards sustainable competitive advantage by the innovation for the product value recovery: an empirical study in Spanish industrial companies
Jesús Ángel Del Brío; Beatriz Junquera
International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 185 - 200
This study aims to analyse the extent to which the implementation of product value recovery practices affects the emergence of capabilities furnishing competitive advantage. For this purpose, we considered a sample of 123 Spanish factories holding ISO 14001 certification. Our findings show that all the practices examined in the study (design, manufacturing and waste treatment) facility simultaneously the creation of complex capabilities based on long-term commitments.

]]> 10.1504/IJTM.2012.043957 International Journal of Technology Management, Vol. 57, No. 1/2/3 (2012) pp. 185 - 200 Jesús Ángel Del Brío; Beatriz Junquera Facultad de Ciencias Económicas y Empresariales, Avda. del Cristo, s/n 33071 Oviedo, Asturias, Spain. ' Facultad de Ciencias Económicas y Empresariales, Avda. del Cristo, s/n 33071 Oviedo, Asturias, Spain ISO 14001 capability competitive advantage value recovery Spain product value design manufacturing waste treatment environmental management systems environmental standards. 2011-12-01T23:20:50-05:00 57 1/2/3 185 200 2011-12-01T23:20:50-05:00