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Engineering and manufacturing industries

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Abstracts » Engineering and manufacturing industries

Configuration and coordination of virtual production networks

Article Abstract:

The notion of the virtual enterprise is playing an increasingly significant role in contemporary production theory. Such enterprises are designed to deploy modern management concepts, such as distributed production or concentration on core processes, with the help of sophisticated computer and telecommunication systems. The ultimate objective is to establish a 'best of everything' organization by synergizing core competencies. The attributes of virtual enterprises imply the deployment of multi-agent systems or contract networks as a successful approach to process oriented problems.

Author: Tuma, A.
Publisher: Elsevier Science Publishers
Publication Name: International Journal of Production Economics
Subject: Engineering and manufacturing industries
ISSN: 0925-5273
Year: 1998
Usage, Organization, Virtual corporations

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In the organization of the future, competitive advantage will lie with inspired employees

Article Abstract:

The greatest competitive advantage that a company can have in the future lies with its employees. The organization of the future, which management thinkers say are characterized by such companies as ABB, Semco, British Petroleum and 3M Co, has made the transition from a learning to a teaching organization. Teaching organizations, which are capable of passing their knowledge to others, have leaders that have the ability to motivate their employees to the fulfillment of a common goal.

Author: Wolff, Michael F.
Publisher: Industrial Research Institute Inc.
Publication Name: Research-Technology Management
Subject: Engineering and manufacturing industries
ISSN: 0895-6308
Year: 1999
Employee motivation, Human resource management )

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Performance measurement system design: should process based approaches be adopted?

Article Abstract:

UK firms were surveyed to determine their use of process-based approaches in developing performance measurement systems. Results show that only 32% of respondents had formal performance measurement systems. However, those that had formal systems found it easier to determine what they should be measuring, select measurement procedures, collect data and avoid problems with their measurement system.

Author: Richards, Huw, Mills, John, Gregory, Mike, Platts, Ken, Neely, Andy
Publisher: Elsevier Science Publishers
Publication Name: International Journal of Production Economics
Subject: Engineering and manufacturing industries
ISSN: 0925-5273
Year: 1996
United Kingdom, Research, Organizational effectiveness

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Subjects list: Methods, Business planning, Organizational change, Strategic planning (Business)
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