Developing a manufacturing vision

The concept of a manufacturing vision is introduced as a company specific, commonly shared, holistic picture of the way in which future manufacturing in the company will function. First is presented what a manufacturing vision is, and then is presented a five-step framework in which such a manufacturing vision may be developed. A manufacturing vision is regarded as a bridge between the mission, goals, and strategies of an industrial enterprise and the detailed design of a manufacturing system. Such a bridge may ensure that manufacturing is able to make a relevant strategic contribution to developing and sustaining the competitiveness of the company and may serve as a guide for innovation and integration of the various elements of a manufacturing system. The paper rests on action research projects in more than ten industrial companies, and the experiences gained are discussed in a section on issues related to the development process including experimentation without fear of losing face, participation and involvement of managers and employees, and finally the outset for a manufacturing vision. To give an example of a manufacturing vision the paper also very briefly introduces a case of a medium-sized supplier of welded parts and equipment for a number of different industries.     

Policies Addressing the Tempo Effect in Low‐Fertility Countries

The possible negative consequences of current low fertility levels are causing increasing concern, particularly in countries where the total fertility rate is below 1.5. Social inertia and self‐reinforcing processes may make it difficult to return to higher levels once fertility has been very low for some time, creating a possible “low‐fertility trap.” Policies explicitly addressing the fertility‐depressing effect of increases in the mean age at child‐bearing (the tempo effect) may be a way to raise period fertility to somewhat higher levels and help escape the “low‐fertility trap” before it closes. Reforms in the school system may affect the timing of childbearing by lowering the age at completion of education. A more efficient school system, which provides the same qualifications with a younger school‐leaving age, is potentially capable of increasing period fertility and hence exerting a rejuvenating effect on the age composition, even if the levels of cohort fertility remain unchanged. Such policies may also have a positive effect on completed cohort fertility.     

Operations network development: internationalisation and externalisation of value chain activities

Considering the increased significance of both internationalisation and externalisation of manufacturing, this paper aims to provide an integrated understanding of internationalisation and externalisation and seek to identify further development trends. First, this paper investigates and summarises the existing literature in order to examine what has been done on internationalisation and externalisation. An adapted matrix is further presented in order to illustrate a roadmap for the manufacturing system evolution. Claiming that conceptual insights tell only one of the two worlds (i.e. research and practice) of operations management, this paper successively explores what is actually happening in practice on the basis of three case studies selected from the global operations networks (GONE) project, which is a joint-effort between several Danish universities and aims to deepen the understandings on GONE. The empirical findings suggest that the discussions on internationalisation and externalisation need to be extended from manufacturing activity to other value chain activities. Two development trajectories are further identified and combined. Their similarities and differences are correspondingly compared. Based on these findings, some managerial recommendations are given at the end.     

Estimating systems of trending variables

A survey is given of some results on inference in cointegrated systems. We discuss some regression methods, and contrast them with the analysis of the vector autoregressive model. We discuss determination of cointegrating rank and estimation of parameters, as well as asymptotic inference. The problems are treated for 1(1) and for 1(2) variables.     

Economic recession and fertility in the developed world

This article reviews research on the effects of economic recessions on fertility in the developed world. We study how economic downturns, as measured by various indicators, especially by declining GDP levels, falling consumer confidence, and rising unemployment, were found to affect fertility. We also discuss particular mechanisms through which the recession may have influenced fertility behavior, including the effects of economic uncertainty, falling income, changes in the housing market, and rising enrollment in higher education, and also factors that influence fertility indirectly such as declining marriage rates. Most studies find that fertility tends to be pro-cyclical and often rises and declines with the ups and downs of the business cycle. Usually, these aggregate effects are relatively small (typically, a few percentage points) and of short durations; in addition they often influence especially the timing of childbearing and in most cases do not leave an imprint on cohort fertility levels. Therefore, major long-term fertility shifts often continue seemingly uninterrupted during the recession—including the fertility declines before and during the Great Depression of the 1930s and before and during the oil shock crises of the 1970s. Changes in the opportunity costs of childbearing and fertility behavior during economic downturn vary by sex, age, social status, and number of children; childless young adults are usually most affected. Furthermore, various policies and institutions may modify or even reverse the relationship between recessions and fertility. The first evidence pertaining to the recent recession falls in line with these findings. In most countries, the recession has brought a decline in the number of births and fertility rates, often marking a sharp halt to the previous decade of rising fertility rates.     

Entering new territory: A study of internal crisis management and crisis communication in organizations

The aim of this paper is to present and discuss some of the main findings from a large survey of internal crisis management and crisis communication conducted in the spring of 2011 among public and private organizations in Denmark (the ICMCC survey). The survey was conducted among the 367 largest private companies (selected from DK 1000, established by Børsen business magasin) and among 98 public organizations (municipalities). The overall goal was to get a preliminary idea of how these companies or organizations perceive, plan, coordinate and implement internal crisis management and crisis communication activities before, during and after a crisis. The survey questionnaire comprised 36 questions and was sent to respondents who typically are responsible for the crisis-preparedness of their organizations. The results from the survey show that the vast majority of organizations have a crisis or contingency plan, and most of these plans contain an internal dimension relating to the management and communication with the internal stakeholders during a crisis. Thus, the study shows a rather professional and formalized behavior towards crisis management in general, but also when it comes to managing a crisis in relation to the internal organizational stakeholders in specific. In addition, the results clearly indicate a strong relation between organizational size and crisis management; the larger the organization the more likely to have a crisis plan. This particularly pertained to the private organizations. The ICMCC survey forms part of a major collaborative research project, financed by the Danish Council for Independent Research/Social Sciences (2011–2014), entitled Internal Crisis Management and Crisis Communication in Danish Organizations. The purpose of this three-year long project is to shed light upon the role of internal crisis management and crisis communication before, during and after an organizational crisis and/or a societal crisis leading to downsizing or major changes within an organization or an organizational field.     

The Effect of Female Strategic Managers on Organizational Performance

Little empirical work explores the impact of female managers on organizational performance. This paper uses Miles and Snow’s management strategies to empirically determine if female and male managers use different strategies and what influence these strategies have on organizational performance. Using data and superintendent survey responses from Texas school districts from the years 2000 through 2005, differences between male and female managers are discovered. Female managers and the strategies they use have a positive influence on performance. These results are discussed in the context of the gender and management literature and in the general field of public management.