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Validating knowledge and technology effects to operative sustainable competitive advantage

Takala J., Koskinen J., Liu Y., Tas M. S., Muhos M.

Management and Production Engineering Review

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2013

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Vol. 4, No. 3

45--54

EN

Purpose: This paper aims to present a fresh idea on how to model and examine the level of sustainable competitive advantage (SCA) with and without knowledge and /technology (K/T) effects in a case company’s operation by taking the manufacturing strategy’s development directions and the efficiency of resource allocation among its attributes into consideration. Design/Methodology/approach: In this paper, questionnaires are filled by two different managerial groups, company’s management team (G1) and company’s global directors (G2). The analyses based on G1, G2 and G1-G2 (mixed results) are performed and examined as well as the effect of knowledge and /technology rankings to observe the differences on how they effect on company’s operations strategy and what kind of strategy type that decision makers might follow. Besides, the effects of knowledge/technology rankings on SCA risk levels are examined on different case companies to perceive the similarities and differences with our case company. In this case study, the objectives are achieved based on several methodologies: manufacturing strategy index (MSI) [1] and sense and respond (S&R) methodology [2]. Findings: The achieved results through the model are found to be promising corresponding to the feedback from the respondents. Research limitations/implications: The model is applied only in a big sized B2B global company that produces power electronics products. Therefore, further tests need to be applied to the model in case of multiple companies from different sizes and areas to figure out the best formula in case of validation of strategic direction (MAPE, RSME or MAD). Practical implications: As a result of its wide applicability and its ease in arrangement the model has an enormous potential for strategic decision-making process and strategic analysis. Originality/Value:The model can provide a more dependable possibility of sustainable improvement to the corporate operational excellence and strategy.

2

The implementation of the Balanced Critical Factor Index methodology in the strategy redevelopment process

Rymaszewska A., Koskinen J., Takala J., Zhao S., Chen Y.

Management and Production Engineering Review

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2013

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Vol. 4, No. 1

50-56

EN

Strategic planning and development is a critical yet often overlooked issue in company's operations. The planning of development as well as addressing the distribution of available resources should be done systematically rather than instinctively however, many companies still do not have any reliable method that would facilitate the decision making processes at their disposal. This article aims at presenting the innovative analytical method- Balanced Critical Factor Index (BCFI) for addressing the need for change in company's operational strategy according to changes in available technology and knowledge. By examining a wide array of indexes, the presented method is expected to suggest the directions of development. The presented method also addresses the challenges of the complex process of decision-making. Moreover, the empirical evidence gathered in the studied case company serves as a source of important feedback regarding the further improvement of the BCFI method.

3

Improvement of service offering connected to customer satisfaction in the power electronics field

Koskinen J., Sahebi D., Nikookar H., Zhan W.

Management and Production Engineering Review

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2013

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Vol. 4, No. 2

70--77

EN

This research is a case study research related to customer satisfaction, focuses on more effective service improvement and changes in regards with meeting the customer needs. Through empirical approach and related enterprises investigation, based on employees’ perspective and end-user’ perspective, it designs a questionnaire system to collect data. In a case company, totally 31 interviews were made from 18 subsidiaries and 13 from end customers. Finally, we use statistical analysis to analysis the collection data and draw a conclusion. The outcomes of analysis show that communication and effective information flow, as well as effective service processes are the key while technical knowhow is the basic requirements. Throughout the body of the research, we can observe that there are significant differences between the internal and external customers perspective. These differences should be taken into consideration when the service improvement is the main objective. This research helps manufacturing firms to improve their value added services in addition to operating closer to their global customers.

4

Dynamic business model based on research in power electronics industry

Koskinen J., Takala J., Awali J.S.

Management and Production Engineering Review

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2013

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Vol. 4, No. 4

35--44

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.

5

Customer needs linked to production strategy and firm’s dynamic capabilities

Koskinen J., Sahebi D.

Management and Production Engineering Review

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2013

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Vol. 4, No. 2

63--69

EN

This study identifies and analyzes the key factors of an efficient customer oriented production strategy. The paper supports the view that dynamic capabilities can be used successfully for improving company’s efficiency. This research is a case study research related to production strategy. In a case company, totally 31 interviews were made from 16 subsidiaries and 13 from end customers. The present paper focuses more on end customers’ than internal customers. Key findings can be identified as follows: effective information flow, flexibility, speed and responsiveness need more focus in the study of dynamic capabilities. Delivery accuracy is the key, while short delivery time is a competitive factor. This research is focused to power electronics business segment which is research limitation. To make wider conclusions, more empirical studies are needed. As a Practical implications, this research helps firms to improve their strategy process by understanding real customer needs. The research results bring additional value to the previous studies regarding company strategy, business environment, innovativeness and operational excellence.