Dynamic business model based on research in power electronics industry

• Autorzy: Koskinen J. , Takala J. , Awali J.S.
• Języki publikacji: EN

Abstrakty

EN

The recent global economic crisis has caused an uncertain and challenging business environment and has battered managements that are running businesses all over the world. This paper focuses on new capabilities that can be used successfully in a fast changing business environment for improving firms’ efficiency. This research utilizes constructive approach including interviews and case studies. The relevant findings of the study are the elements of the key success factors: entrepreneurial strategy, R&D to market performance, dynamic operational excellence and innovativeness with links to the key actions which have led to new business model called dynamic business model (DBC). This research focuses on power electronics business industry which at the same time is a limitation. This research helps directors and managers to think more widely and make better decisions for the success of the company. This research results bring additional value of the previous studies regarding a firm’s key success factors and dynamic capabilities.

Słowa kluczowe

EN

dynamic capabilities; entrepreneurship strategy; operational excellence; innovation; agility

• Wydawca: Production Engineering Committee of the Polish Academy of Sciences ; Polish Association for Production Management
• Czasopismo: Management and Production Engineering Review
• Rocznik: 2013
• Tom: Vol. 4, No. 4
• Strony: 35--44
• Opis fizyczny: Bibliogr. 23 poz., rys., tab.

Twórcy

autor

Koskinen J.

• Department of production, Faculty of Technology, University of Vaasa, P.O. Box 700, FI-65101, Vaasa Finland

autor

Takala J.

• University of Vaasa, Department of Production / Industrial management, Finland

autor

Awali J.S.

• University of Vaasa, Department of Production / Industrial management, Finland

Bibliografia

• [1] Garvin D.A., Building a learning organization, Harv. Bus. Rev., 71 (4), 78-91, 1993.
• [2] Yahya S., Goh W.K., Managing human resources toward achieving knowledge management, Journal of Knowledge Management, 6 (5), 457-68, 2002.
• [3] Mäkinen S., editor, A strategic framework for business impact analysis and its usage in new product development, Espoo: Finnish Academy of Technology, 1999.
• [4] Bessant J., editor, Learning and continuous improvement from knowledge management to strategic competence: Measuring technological, market and organizational innovation, London: Imperial College Press, 2000.
• [5] Zabojnik J., Centralized and decentralized decision making in organizations, J. Labor Econ., 20 (1), 1-22, 2002.
• [6] Teece D.J., Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance, Strategic Manage J., 28 (13), 1319-50, 2007.
• [7] Teece D.J., Dynamic capabilities: Routines versus entrepreneurial action, Journal of Management Studies, 49 (8), 1395-401, 2012.
• [8] Pitelis C.N., Teece D.J., The (new) nature and essence of the firm, European Management Review, 6 (1), 5-15, 2009.
• [9] Rymaszewska A., Koskinen J., Takala J., Zhao S., Chen Y., The implementation of the balanced critical factor index methodology in the strategy redevelopment process, Management and Production Engineering Review, 4 (1), 50-6, 2013.
• [10] Koskinen J., Sahebi D., Customer needs linked to production strategy and Firm’s dynamic capabilities, Management and Production Engineering Review, 4 (2), 63-9, 2013.
• [11] Koskinn J., Sahebi D., Nikookar H., Zhan W., Improvement of service offering connected to customer satisfaction in the power electronics field, Management and Production Engineering Review, 4 (2), 70-7, 2013.
• [12] Takala J., Koskinen J., Liu Y., Serif Tas M., Muhos M., Validating knowledge and technology effects to operative sustainable competitive advantage, Management and Production Engineering Review, 4 (3), 45-54, 2013.
• [13] Koskinen J., The “mini factory” concept: How to access market fast in china by using dynamic capabilities in production, International Journal of Innovation and Learning, Forthcoming, estimated Vol. 16, Mid 2014, 2014.
• [14] Koskinen J., Modular product design for dynamic capabilities of manufacturing: A case study, International Journal of Business Innovation and Research, Forthcoming, 2014.
• [15] Wilden R., Gudergan S.P., Nielsen B.B., Lings I., Dynamic capabilities and performance: Strategy, structure and environment, Long Range Plann, 2013.
• [16] Hakkarainen K., Talonen T., Zipping up business and technology considerations together into a mutual strategy, IAMOT 2006, 15th international conference on management of technology, 2006.
• [17] Herzog P., Leker J., Open and closed innovation - different innovation cultures for different strategies. Int. J. Technol. Manage., 52 (3-4), 322-43, 2010.
• [18] Ulrich K., Tung K., Fundamentals of product modularity, American society of mechanical engineers, design engineering division (publication) DE, 1991.
• [19] Hyun J., A unifying framework for manufacturing flexibility, Manufacturing Perspective, 5 (4), 251-60, 1993.
• [20] Vokurka R.J., O’Leary-Kelly S.W., Review of empirical research on manufacturing flexibility, J. Oper. Manage., 18 (4), 485-501, 2000.
• [21] Aprile D., Claudio Garavelli A., Giannoccaro I., Operations planning and flexibility in a supply chain, Production Planning and Control, 16 (1), 21-31, 2005.
• [22] Johne A., Snelson P., Auditing product innovation activities in manufacturing firms, R&D Management, 18 (3), 227-33, 1988.
• [23] Hauptman O., Hirji K.K., The influence of process concurrency on project outcomes in product development: An empirical study of cross-functional teams, Engineering Management, IEEE Transactions on, 43 (2), 153-64, 1996.