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  • 1.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Strategic management in small metal job shops in Sweden and in the U.S.2000In: Engineering Management Journal, ISSN 1042-9247, E-ISSN 0960-7919, Vol. 12, no 2, p. 15-21Article in journal (Refereed)
    Abstract [en]

    Strategic management can be defined as an ongoing process to analyze and learn from the internal and external environments, in order to establish direction and create strategies that help to achieve business goals. Strategic management is defined in different ways and interpreted from different perspectives in the literature. Strategic management theories provide different tools for analysis and for helping managers to make the best decisions in order to reach desired goals. In this article, I discuss management in small metal job shops and how the managers use available tools, as related to strategic management theories. The discussion is based on case studies in about 30 small companies in Sweden and the U.S. and shows that management in small firms in many ways diverges from the theoretical concepts.

  • 2.
    Vesalainen, Jukka
    et al.
    University of Vaasa.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Rossi, Timo
    University of Vaasa.
    Toward Cross-Border Engineering Management: Development and Test of a Practice for Idea Generation in Customer–Supplier DFM Teams2017In: Engineering Management Journal, ISSN 1042-9247, E-ISSN 0960-7919, Vol. 29, no 4, p. 278-286Article in journal (Refereed)
    Abstract [en]

    Growing inter-organizational dependence within business ecosystems necessitates more intensive cooperation between various organizational functions, not only sales and purchasing. Engineering management is one of the functions typically regarded as an in-house activity. Prior research acknowledges certain cooperative forms such as early supplier involvement, but it falls short on identifying practices of grass-roots level cooperation. However, it is the quality of the interaction between supplier and customer that is decisive if the advantages of collaboration are to materialize. This study aims to fill this obvious gap in both theory and practice by developing and testing an inter-organizational practice for co-ideation in a supplier-customer relationship. Specifically, a way of working for idea generation to improve inter-organizational learning within specific Design for Manufacturing meetings between an industrial corporation and two of its important suppliers is developed. The evaluation of the tested co-ideation practice indicated that, in comparison to the traditional way of working, the new practice contributed to a greater number of generated ideas, was found useful in practice, and expert ratings suggested that the ideas generated were of adequate quality. The implication for practice is the proposed procedure that aims to build a safe psychological environment and help participants to transcend existing behavioral roles as representatives of suppliers and customers.

  • 3.
    Wyrick, David A.
    Luleå University of Technology. ASME International.
    Editor's corner: Ode to the Coffee Room: Reflections of Engineering Management in Scandinavia1998In: Engineering Management Journal, ISSN 1042-9247, E-ISSN 0960-7919, Vol. 10, no 1, p. 5-6Article in journal (Other academic)
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