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Lean manufacturing practices in Indonesian manufacturing firms
International Journal of Lean Six Sigma, 2016PurposeContradictory findings regarding the implication of Lean manufacturing (LM) implementation to business performance (BP) have been observed in prior studies. Hence, more studies are required to be capable of finding the status of LM implementation and its impacts on BP.
Gusman Nawanir +2 more
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Small-Firm Entry in US Manufacturing
Economica, 1989A cross-section empirical analysis examining the entry behavior of small firms is provided in this paper. While the authors find that certain traditional market structure characteristics and entry barriers have a strong impact on small-firm entry behavior, the reliance upon innovative strategy by small firms also explains a significant amount of the ...
Acs, Zoltan J, Audretsch, David B
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Does services liberalization benefit manufacturing firms?
Journal of International Economics, 2011While there is considerable empirical evidence on the impact of liberalizing trade in goods, the effects of services liberalization have not been empirically established. This study examines the link between services sector reforms and the productivity of manufacturing industries relying on services inputs.
Arnold, Jens +2 more
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Renewal of Manufacturing Firms Through Innovation
2016Renewal of manufacturing firms in the advanced economies is necessary to keep them competitive in the international field. Renewal of manufacturing is caused by internal factors and involve incremental changes, or by external forces, such as economic crisis or market changes involving radical changes. The purpose of this study is to analyse the role of
Heikkilä Jussi +2 more
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Supplier Partnerships in Manufacturing Versus Non‐Manufacturing Firms
The International Journal of Logistics Management, 1994While the concept of partnerships has received much attention in the literature, the focus has primarily been on the manufacturing firm. This paper explores the similarities and differences in partnerships from the perspectives of manufacturing and non‐manufacturing firms.
Lisa M. Ellram, Daniel R. Krause
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Learning in Small Manufacturing Firms
International Small Business Journal: Researching Entrepreneurship, 2007This article is concerned with investment decision-making processes in small manufacturing enterprises.The study, on which the article is based, used `insider accounts' as an innovative, qualitative methodology, involving in-depth, semi-structured interviews and direct observation, conducted longitudinally in eight case study companies.
Ignatius Ekanem, David Smallbone
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Wage structure in Italian manufacturing firms [PDF]
, 2007 This paper jointly considers some pieces of evidence regarding peculiarities of industries' structure which are often separately addressed. Italian industrial sectors are known to be characterized by a high proportion of small enterprises that suffers from constraints to growth.
Giulio Bottazzi, Marco Grazzi
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Benchmarking Logistics in Manufacturing Firms
The International Journal of Logistics Management, 1994Benchmarking has become more commonplace in recent years as managers sought to improve their firms' operations by examining strategic practices of leading companies. The focus of the current research is the benchmarking of logistics among United States manufacturers.
Patricia J. Daugherty +2 more
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Communication training in manufacturing firms
Communication Education, 1978Illinois manufacturing firms were surveyed concerning communication training for first‐line managers. Responses indicated that formal training programs existed in less than one third of the installations; but when such training was provided it frequently included communication concepts and skills.
Janis E. Meister, N. L. Reinsch
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Downsizing: Practices in manufacturing firms
Human Resource Management, 1988AbstractDownsizing is a competitive strategy which many organizations use, yet little is known about organizational policies related to downsizings. A survey of mid‐western personnel directors in manufacturing firms was conducted to capture organizational policies and assess perceptions and attitudes regarding downsizing.
Joseph T. McCune +2 more
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