The front end as a process: The case of a multinational Brazilian firm
Number of Authors: 4
2016 (English)In: Gestao e Producao, ISSN 0104-530X, Vol. 23, no 3, 459-472 p.Article in journal (Refereed) Published
This article examines the context of the front-end process in a multinational Brazilian firm that manufactures electric motors. By adopting an in-depth case study method, this article evaluates the front end as a strategic and tactical process within the Brazilian firm studied. The competitive arena, consisting mainly of Asian competitors, encouraged the Brazilian firm to review the stages of the front-end process and include new activities, such as (i) involving abstractive practices in the first stages; (ii) developing cross-functional capabilities in the research and development department; (iii) adopting tear-down activities of competitors' products concerning all business segments; and (iv) defining a priori the boundary conditions of financial constraints.
Place, publisher, year, edition, pages
2016. Vol. 23, no 3, 459-472 p.
Other Engineering and Technologies not elsewhere specified
Research subject Entrepreneurship and Innovation
IdentifiersURN: urn:nbn:se:ltu:diva-60230DOI: 10.1590/0104-530X1134-15ScopusID: 2-s2.0-84990818385OAI: oai:DiVA.org:ltu-60230DiVA: diva2:1045399
Validerad; 2016; Nivå 1; 2016-11-09 (andbra)2016-11-092016-11-092016-11-09Bibliographically approved