The Relationship Between Plant Scale and Product Diversity in Canadian Manufacturing Industries

1986 ◽  
Vol 34 (4) ◽  
pp. 373 ◽  
Author(s):  
John R. Baldwin ◽  
Paul K. Gorecki
Keyword(s):  
Manufacturing Industries ◽  
Product Diversity ◽  
Canadian Manufacturing ◽  
The Relationship

INNOVATION COLLABORATIONS IN LOW-TO-MEDIUM TECH SMEs: THE ROLE OF THE FIRM’S INNOVATION ORIENTATION AND USE OF EXTERNAL INFORMATION

2019 ◽  
Vol 23 (02) ◽  
pp. 1950011 ◽  
Author(s):  
OUAFA SAKKA ◽  
JOSÉE ST-PIERRE ◽  
MOUJIB BAHRI
Keyword(s):  
Management Control ◽  
Manufacturing Industries ◽  
External Information ◽  
Marketing Innovation ◽  
Research Organisation ◽  
Research Organisations ◽  
Medium Enterprises ◽  
Successful Innovation ◽  
The Relationship

This study articulates and tests the direct and indirect relationships between the company’s innovation orientation (IO), its collection and dissemination (C&D) of external information among the organisational members, and the level of success of its innovation collaborations involving customers, suppliers, and research organisations. Our conceptual framework is developed based on an integration of the literatures on organisational capabilities, marketing, innovation, and management control. We empirically test these relationships on a sample of 117 small-to-medium enterprises (SME) operating in Low-to-Medium-Tech (LMT) manufacturing industries. Partial Least Squares (PLS) results reveal that the relationship between the firm’s IO and the success of its customer collaborations is partially mediated by the C&D of external information. We also find that the relationship between the firm’s IO and the success of supplier collaborations is direct, and that the C&D of external information has no effect on the success of such collaborations. Finally the relationship between IO, C&D of external information and the success of research organisation collaborations is found to be indirect. Overall, these findings suggest that developing successful innovation collaborations in LMT sectors requires that SME managers start by building an internal culture that promotes innovation, learning and openness to the external environment.

Reward and Employee's Creativity: Case of Manufacturing Organization

2013 ◽  
Vol 1 (4) ◽  
pp. 10-17
Author(s):  
Ramita Abdul Rahim ◽  
Noor Azrin Mohammad Nasir ◽  
Marlita Mat Yusof ◽  
Nor Lela Ahmad
Keyword(s):  
Administrative Support ◽  
Reward System ◽  
Manufacturing Industries ◽  
Extrinsic Reward ◽  
Employee Creativity ◽  
Support Personnel ◽  
Contributing Factors ◽  
Research Findings ◽  
Manufacturing Organization ◽  
The Relationship

Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.

Creative Regions in Europe

2012 ◽  
pp. 1719-1733
Author(s):  
Blanca de-Miguel-Molina ◽  
José-Luis Hervás-Oliver ◽  
Rafael Boix ◽  
María de-Miguel-Molina
Keyword(s):  
Manufacturing Firms ◽  
Creative Industries ◽  
Manufacturing Industries ◽  
High Tech ◽  
European Regions ◽  
The Relationship ◽  
Regional Wealth

This chapter examines the existence of regional agglomerations of manufacturing, service and creative industries, and the relationship between these industries and the wealth of regions. Through an analysis of 250 European regions, three important conclusions can be inferred from the results obtained in this chapter. The first is that creative industries play an important role in the wealth of the regions. The second is that the most creative regions are characterized by having more high-tech manufacturing industries than the rest of the regions, although the number of low-tech manufacturing firms is similar. Lastly, in the richest regions, a greater share of high-tech manufacturing industries coexists with a greater share of creative industries. The importance of this chapter resides in the fact that up until now no analysis has demonstrated that creative industries are the most important industries in regional wealth.

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