Modelo del sistema de gestión de la calidad y el desempeño organizacional en la producción de petróleo

El proceso de cambio de una sociedad industrial a una sociedad del conocimiento, que experimenta el mundo globalizado en el siglo XXI, induce a las empresas y organizaciones a desarrollar ventajas competitivas y sostenibles basadas en sus activos intangibles, entre los cuales destacan los sistemas de gestión en general y los sistemas de gestión de la calidad (SGC) en particular. Las organizaciones dedicadas a la producción de petróleo están influenciadas por dicha tendencia. El petróleo es un recurso natural con reservas limitadas, cuya producción y consumo ha crecido progresivamente, aportando la mayor cuota (35 %) del total de la energía que se consume en el mundo contemporáneo, aporte que se mantendrá hasta el año 2035, según las previsiones más conservadoras. Por tanto, se hace necesario desarrollar modelos de producción innovadores, que contribuyan a la mejora del factor de recobro de los yacimientos y de la vida útil de los mismos, al tiempo que satisfagan los requerimientos de producción y consumo diarios de los exigentes mercados globales. El objeto de esta investigación es el desarrollo de un modelo de gestión de la calidad y su efecto en el desempeño organizacional, a través del efecto mediador de los constructos satisfacción del cliente interno y gestión del conocimiento en la producción de petróleo. Esta investigación de carácter explicativo, no experimental, transeccional y ex-postfacto, se realizó en la región petrolífera del lago de Maracaibo, al occidente de Venezuela, la cual tiene más de 70 años en producción y cuenta con yacimientos maduros. La población objeto de estudio fue de 369 trabajadores petroleros, quienes participaron en las mesas técnicas de la calidad, durante los meses de mayo y julio del año 2012, los cuales en su mayoría están en proceso de formación como analistas, asesores y auditores de los SGC. La técnica de muestreo aplicada fue de tipo aleatorio simple, con una muestra de 252 individuos. A la misma se le aplicó un cuestionario diseñado ad hoc, el cual fue validado por las técnicas de juicio de expertos y prueba piloto. El procedimiento de investigación se realizó a través de una secuencia, que incluyó la elaboración de un modelo teórico, basado en la revisión del estado del arte; un modelo factorial, sobre la base del análisis factorial de los datos de la encuesta; un modelo de regresión lineal, elaborado a través del método de regresión lineal simple y múltiple; un modelo de análisis de sendero, realizado con el software Amos 20 SPSS y finalmente, un modelo informático, realizado con el simulador Vensim PLE v.6.2. Los resultados obtenidos indican que el modelo teórico se transformó en un modelo empírico, en el cual, la variable independiente fue el SGC, la variable mediadora fue la integración de las dimensiones eliminación de la no conformidad, satisfacción del cliente interno y aprendizaje organizacional (ENCSCIAO) y la variable respuesta la integración de las dimensiones desempeño organizacional y aprendizaje organizacional (DOOA). Se verificó el efecto mediador del ENSCIAO sobre la relación SGC-DOOA con una bondad del ajuste, del 42,65%. En el modelo de regresión múltiple se encontró que las variables determinantes son eliminación de la no conformidad (ENC), conocimiento adquirido (CA) y conocimiento espontáneo (CE), lo cual fue corroborado con el modelo de análisis de sendero. El modelo informático se desarrolló empleando datos aproximados de una unidad de producción tipo, generándose cuatro escenarios; siendo el más favorable, aquel en el cual se aplicaba el SGC y variables relacionadas, reduciendo la desviación de la producción, incrementando el factor de recobro y ampliando la vida útil del yacimiento. Se concluye que la aplicación del SGC y constructos relacionados favorece el desempeño y la producción de las unidades de explotación de yacimientos petrolíferos maduros. Los principales aportes de la tesis son la obtención de un modelo de gestión de la producción de petróleo en yacimientos maduros, basado en los SGC. Asimismo, el desarrollo de un concepto de gestión de la calidad asociado a la reducción de la desviación de la producción petrolífera anual, al incremento del factor de recobro y al aumento de la vida útil del yacimiento. Las futuras líneas de investigación están orientadas a la aplicación del modelo en contextos reales y específicos, para medir su impacto y realizar los ajustes pertinentes. ABSTRACT The process of change from an industrial society to a knowledge-based society, which undergoes the globalized world in the twenty-first century, induces companies and organizations to develop a sustainable and competitive advantages based on its intangible assets, among which are noteworthy the management systems in general and particularly the quality management systems (QMS). Organizations engaged in oil production are influenced by said trend. Oil is a natural resource with limited reserves, where production and consumption has grown progressively, providing the largest share (35%) of the total energy consumed in the contemporary world, a contribution that will remain until the year 2035 according to the more conservative trust estimations. Therefore, it becomes necessary to develop innovative production models which contribute with the improvement of reservoirs´ recovery factor and the lifetime thereof, while meeting the production requirements and daily consumption of demanding global markets. The aim of this research is to develop a model of quality management and its effect on organizational performance through the mediator effect of the constructs, internal customer satisfaction and knowledge management in oil production. This research of explanatory nature, not experimental, transactional and expos-facto was carried out in the oil-region of Maracaibo Lake located to the west of Venezuela, which has more than 70 years in continuous production and has mature reservoirs. The population under study was 369 oil workers who participated in the technical quality workshops, during the months of May and July of 2012, the majority of which were in the process of training as analysts, consultants and auditors of the QMS. The sampling technique applied was simple random type. To a sample of 252 individuals of the population it was applied an ad hoc designed questionnaire, which was validated by the techniques of expert judgment and pilot test. The research procedure was performed through a sequence, which included the elaboration of a theoretical model, based on the review of the state of the art; a factorial model with based on factorial analysis of the survey data; a linear regression model, developed through the method of simple and multiple linear regression; a structural equation model, made with software °Amos 20 SPSS° and finally, a computer model, performed with the simulator Vensim PLE v.6.2. The results indicate that the theoretical model was transformed into an empirical model, in which the independent variable was the QMS, the mediator variable was the integration of the dimensions: elimination of non-conformity, internal customer satisfaction and organizational learning (ENCSCIAO) and the response variable the integration of the dimensions, organizational performance and learning organizational (DOOA). ENSCIAO´s mediator effect on the relation QMS-DOOA was verified with a goodness of fit of 42,65%. In the multiple regression model was found to be the determining variables are elimination of nonconformity (ENC), knowledge acquired (CA) and spontaneous knowledge (EC), which was verified with the structural equation model. The computer model was developed based on approximate data of an oil production unit type, creating four (04) scenarios; being the most favorable, that one which it was applied the QMS and related variables, reducing the production deviation, increasing the recovery factor and extending the lifetime of the reservoir. It is concluded that QMS implementation powered with the related constructs, favors performance and production of mature oilfield of exploitation reservoirs units. The main contributions of this thesis are obtaining a management model for oil production in mature oilfields, based on QMS. In addition, development of a concept of quality associated to reduce the annual oil production deviation, increase the recovery factor and increase oilfield lifetime. Future lines of research are oriented to the implementation of this model in real and specific contexts to measure its impact and make the necessary adjustments that might take place.

Recursos intangibles: sistema de jerarquización para Instituciones de Educación Superior

Los sistemas intangibles y los sistemas de innovación son importantes en la generación de conocimientos que contribuyan al desarrollo de las Naciones. La finalidad de este estudio es jerarquizar los Recursos Intangibles presentes en las Instituciones de Educación Superior (IES), como parte de los Sistemas de Innovación. Se puede caracterizar como una investigación de tipo exploratorio, descriptiva. Los resultados de la jerarquización de los recursos intangibles indican como relevantes en las fases del sistema de innovación: Reputación Institucional. Formación y desarrollo del Recurso Humano, Capacidad de Innovación. Intangible resources and innovation systems are important in generating knowledge that contributes to developing nations. The purpose of this study is to ranking the present Intangible Resources in Higher Education Institutions (HEIs) as part of the Systems of Innovation. We performed an exploratory research, descriptive. The results of the ranking of relevant intangible assets as indicated in the phases of the innovation system: Institutional Reputation. Human Resource Training, innovation. Intangible resources enhance knowledge management processes and innovations in higher education institutions.

Metodología de formulación de indicadores para la mejora en la implantación de los programas de calidad. Aplicación al caso de las universidades públicas españolas

El planteamiento fundamental del trabajo ha consistido en explorar las posibilidades existentes para establecer una metodología basada en un modelo cuantitativo para la condensación de indicadores relacionados con los sistemas de calidad en el ámbito universitario público. El modelo incluye tanto la evaluación de activos tangibles como intangibles. Se ha seguido una metodología adaptada al planteamiento: - Realizando un estudio tipo DELPHI (DELPHI 1) entre las Unidades Técnicas de Calidad de las universidades de la Comunidad de Madrid, para conocer la situación de la implantación de metodologías de planificación estratégica en la universidad. - Definiendo tres niveles de gestión (bases, activos e indicadores) para la construcción del modelo cuantitativo. - Realizando una propuesta inicial de bases, activos e indicadores, incluyendo activos intangibles. - Realizando un segundo estudio tipo DELPHI (DELPHI 2) entre expertos con responsabilidad directiva en universidades, para debatir y revisar la propuesta. - Por último diseñando una metodología y la correspondiente herramienta para la condensación de los indicadores. En resumen, se ha generado una propuesta consolidada y actualizada de las bases estratégicas, los activos tangibles e intangibles y los indicadores en ambos casos, diseñándose una metodología (herramienta) que permite implementar la definición de los tres niveles de control, establecer una ponderación de cada uno de los elementos en los tres niveles y establecer una cuantificación de la importancia o contribución de cada elemento para la propia institución, y sirve para facilitar la toma de decisiones por priorización de actuaciones, establecer objetivos para los indicadores, valorar el grado de cumplimiento y modificar la estrategia de una institución universitaria. ABSTRACT The fundamental approach of the work has been to explore the possibilities to establish a methodology based on a quantitative model for condensing indicators related to quality assurance systems in Higher Education Institutions (HEI), particularly public universities. The model includes both assessment of tangible and intangible assets. A methodology adapted to the approach has been followed: - Performing a type DELPHI study (DELPHI 1) between the Technical Quality Units of the universities of the Community of Madrid, to know the level of implementation of strategic planning methodologies in HEI. - Defining three levels of management (bases, assets and indicators) to build the quantitative model. - Performing an initial proposal bases, assets and indicators, including intangible assets. - Making a second study type DELPHI (DELPHI 2) between experts with managerial responsibility in universities, to discuss and review the proposal. - Finally designing a methodology and related tool for condensing indicators. In short, a proposal consolidated and updated for strategic bases, the tangible and intangible assets and indicators of both types of assets has been performed. A methodology (tool) that allows to implement the definition of the three levels of control, establish a weighting each of the elements on three levels and establish a quantification of the importance and contribution of each element to the institution itself, has been designed. The methodology serves: - To facilitate decision-making by prioritizing activities. - To set targets for indicators. - To assess the degree of compliance and - To modify the strategy of the HEI.

OS IMPACTOS E CONSEQUÊNCIAS DA ROTATIVIDADE DE PESSOAL SOBRE A MEMÓRIA ORGANIZACIONAL: UM ESTUDO NO COMÉRCIO VAREJISTA

Este estudo visa pesquisar e compreender o impacto da memória organizacional em organizações que possuem um alto índice de rotatividade de pessoal. Com o advento de uma economia baseada em conhecimento, surge um novo trabalhador, chamado por Peter Drucker (1993) e "trabalhador do conhecimento". Nesta nova economia, as organizações enfrentam ambientes de incertezas e de intensa competição, onde o novo ativo intangível das organizações, o conhecimento, se torna a chave para a obtenção da vantagem competitiva, que permite que as empresas ganhem novos mercados e aumentem sua lucratividade. Porém, nestes ambientes competitivos, está se tornando freqüente a saída dos empregados das organizações, seja porque estão em busca de melhores colocações, ou porque as organizações passam por processos de reestruturação, que podem impactar em redução de pessoal, ou ainda, porque estão com seus conhecimentos obsoletos. Diante deste cenário, através de pesquisa exploratória junto às organizações do comércio varejista, foram investigadas as formas pelas quais as empresas armazenam o conhecimento das pessoas, de modo que quando estas deixem a organização seus conhecimentos permaneçam, bem como identificado os principais impactos sobre a qualidade e produtividade em seus processos. Além disso, também são ressaltadas algumas ações em que as empresas possam contribuir para aumentar a satisfação das pessoas em pertencerem a organização, visando contribuir para a maior retenção de profissionais, e conseqüentemente do conhecimento tácito, que é o mais valioso nas organizações.(AU)

OS IMPACTOS E CONSEQUÊNCIAS DA ROTATIVIDADE DE PESSOAL SOBRE A MEMÓRIA ORGANIZACIONAL: UM ESTUDO NO COMÉRCIO VAREJISTA

Este estudo visa pesquisar e compreender o impacto da memória organizacional em organizações que possuem um alto índice de rotatividade de pessoal. Com o advento de uma economia baseada em conhecimento, surge um novo trabalhador, chamado por Peter Drucker (1993) e "trabalhador do conhecimento". Nesta nova economia, as organizações enfrentam ambientes de incertezas e de intensa competição, onde o novo ativo intangível das organizações, o conhecimento, se torna a chave para a obtenção da vantagem competitiva, que permite que as empresas ganhem novos mercados e aumentem sua lucratividade. Porém, nestes ambientes competitivos, está se tornando freqüente a saída dos empregados das organizações, seja porque estão em busca de melhores colocações, ou porque as organizações passam por processos de reestruturação, que podem impactar em redução de pessoal, ou ainda, porque estão com seus conhecimentos obsoletos. Diante deste cenário, através de pesquisa exploratória junto às organizações do comércio varejista, foram investigadas as formas pelas quais as empresas armazenam o conhecimento das pessoas, de modo que quando estas deixem a organização seus conhecimentos permaneçam, bem como identificado os principais impactos sobre a qualidade e produtividade em seus processos. Além disso, também são ressaltadas algumas ações em que as empresas possam contribuir para aumentar a satisfação das pessoas em pertencerem a organização, visando contribuir para a maior retenção de profissionais, e conseqüentemente do conhecimento tácito, que é o mais valioso nas organizações.(AU)

Percepción, activos intangibles y stakeholders: modelo para el análisis de imagen corporativa

El presente artículo abordará aproximaciones para la gestión de la imagen corporativa; pensada como un activo intangible que proyecta la institución. Además, se consideran diversos modelos y conceptos de capital intelectual que identifican factores relevantes hacia la toma decisión por parte de stakeholders. La percepción de imagen es un tema que ha suscitado interés por parte de instituciones, pues ésta se encuentra estrechamente vinculada a la formación integral de una idea que influye en el desarrollo de una actitud favorable o no hacia la reputación corporativa. De esta manera, los clientes, consumidores, proveedores, colaboradores, entre otros; reciben a través de distintas formas elementos que le ayudan a conformar una idea sobre la institución mediante sus percepciones; por lo que, orientar los esfuerzos y acciones en torno a este intangible, dará como resultado una rentabilidad no sólo monetaria sino una fidelidad y confianza por parte de sus stakeholders. Es así, que se ha visto la necesidad de proponer un modelo para el análisis de la imagen corporativa de instituciones, el mismo que consta de cinco categorías las cuales poseen parámetros de puntuación, construidos a partir de los aportes de diferentes autores.

Projeto Aplicado “Acácias Perfume”

O presente trabalho, visa implementar uma perfumaria na província de Benguela-Angola, e tem como objetivo identificar a relevância da mesma e aferir a viabilidade económica e financeira do negócio. O setor da perfumaria e cosméticos ainda são dos menos competitivos em Benguela, contudo o segmento desta junção apresenta uma enorme margem de progressão, pois a oferta ainda é escassa, e existe uma tendência de se procurar cada vez mais estes produtos. A ideia surgiu devido a presença de uma realidade precária na oferta e procura desses produtos naquela província em geral, para além disso, alia-se o facto de não existir nenhuma perfumaria na zona onde se pretende instalar a perfumaria. Como tal, entendeu-se estar perante uma boa oportunidade de negócio. Os meios financeiros necessários foram de, 70% de capitais próprios e 30% através de empréstimo bancário, a uma taxa de juro anual de 14%. O montante total do financiamento foi de 15 306 060,00 AOA. Com base em estudos científicos, pesquisas de campo, livros, entrevistas a pessoas singulares e coletivas, e um plano financeiro aplicado bem elaborado, obtivemos resultados satisfatórios principalmente se analisarmos os três critérios de avaliação mais preponderantes de um projeto aplicado tais como o valor atual líquido de 617 051 187,75 AOA, taxa interna de rentabilidade de 56,40%, e é expectável que o período de recuperação do investimento seja aproximadamente de 3 anos. Consequentemente, foram utilizadas técnicas estratégicas académicas focadas nas características do mercado que apresentaram boas perspetivas futuras através de uma relação entre a visão do investimento o custo de oportunidade do negócio. Portanto, conclui-se que é um investimento viável, devido a características do mercado e os recursos tangíveis e intangíveis que nele ostentam, bem como as perspetivas futuras de sustentabilidade que a mesma apresenta.

A RELAÇÃO ENTRE CAPITAL HUMANO E CAPITAL PSICOLÓGICO

Os ativos intangíveis receberam atenção especial de estudiosos nos últimos anos, no contexto organizacional de gestão de pessoas, visto que foram desenvolvidas propostas teóricas para compreendê-los e mensurá-los. Ancorados nesta linha de investigação, encontram-se o capital humano e o capital psicológico. Enquanto o capital humano representa o que os trabalhadores sabem fazer, o capital psicológico compreende um estado mental positivo composto por autoeficácia, esperança, otimismo e resiliência. Este estudo teve, como objetivo geral, analisar as relações entre capital humano e capital psicológico. Tratou-se de um estudo quantitativo do qual participaram 60 trabalhadores, estudantes do último período do Curso de Administração, com idade média de 23,85 anos, sendo a maioria do sexo feminino, solteira e empregada. Os dados para o estudo foram coletados em salas de aula de uma universidade particular, situada na Região do Grande ABC, por meio de um instrumento auto aplicável, contendo uma medida intervalar de capital psicológico com 12 itens, validada para o Brasil, e uma de capital humano com seis questões, sendo duas para medir a dimensão experiência e quatro para aferir educação. Foi criado um banco eletrônico, o qual foi submetido a análises descritivas e de correlação (r de Pearson) por meio do SPSS, versão 19.0. Os resultados revelaram que os participantes detinham um capital humano representado por 4,38 anos médios de experiência de trabalho , e que a maioria (75%) havia revelado possuir no máximo cinco anos neste quesito. Quanto à dimensão educação do capital humano, a maioria (96,70%) não havia concluído nenhum curso de graduação, se dedicou entre 11 a 20 anos aos estudos (81,60%), não realizou intercâmbios de estudos (93%), enquanto 86,70% já incluíram, em seu currículo acadêmico, atividades complementares previstas no Plano Pedagógico do Curso de Administração que cursavam, bem como 73,30% realizaram entre um a três estágios curriculares. As análises indicaram um escore mediano de capital psicológico, acentuado pela dificuldade dos participantes para reconhecerem que estavam em uma fase de sucesso no trabalho e de conseguirem enxergar o lado brilhante das coisas relativas ao trabalho. Ao se investigar as relações entre o capital humano e capital psicológico não foram encontradas correlações significativas. Diante de tais resultados, pareceu provável que os participantes do estudo, por serem predominantemente jovens trabalhadores que ainda não concluíram um curso de graduação, embora tivessem em seu percurso de vida mais de 10 anos dedicados aos estudos e trabalhado por volta de cinco anos em média, ainda não reconheciam, em si, a presença de um consistente capital humano nem psicológico. A ausência de relação observada entre os dois ativos intangíveis preconizados por teóricos como importantes, para que o trabalhador pudesse contribuir com a empresa no alcance de suas metas, pareceu revelar que ainda eram necessários mais estudos e desenvolvimento de teorização, para sustentar não somente as hipóteses acerca de ativos intangíveis, como também permitir identificar a relação de dependência que pudesse existir entre as categorias de capital humano e psicológico.

OS IMPACTOS E CONSEQUÊNCIAS DA ROTATIVIDADE DE PESSOAL SOBRE A MEMÓRIA ORGANIZACIONAL: UM ESTUDO NO COMÉRCIO VAREJISTA

Este estudo visa pesquisar e compreender o impacto da memória organizacional em organizações que possuem um alto índice de rotatividade de pessoal. Com o advento de uma economia baseada em conhecimento, surge um novo trabalhador, chamado por Peter Drucker (1993) e "trabalhador do conhecimento". Nesta nova economia, as organizações enfrentam ambientes de incertezas e de intensa competição, onde o novo ativo intangível das organizações, o conhecimento, se torna a chave para a obtenção da vantagem competitiva, que permite que as empresas ganhem novos mercados e aumentem sua lucratividade. Porém, nestes ambientes competitivos, está se tornando freqüente a saída dos empregados das organizações, seja porque estão em busca de melhores colocações, ou porque as organizações passam por processos de reestruturação, que podem impactar em redução de pessoal, ou ainda, porque estão com seus conhecimentos obsoletos. Diante deste cenário, através de pesquisa exploratória junto às organizações do comércio varejista, foram investigadas as formas pelas quais as empresas armazenam o conhecimento das pessoas, de modo que quando estas deixem a organização seus conhecimentos permaneçam, bem como identificado os principais impactos sobre a qualidade e produtividade em seus processos. Além disso, também são ressaltadas algumas ações em que as empresas possam contribuir para aumentar a satisfação das pessoas em pertencerem a organização, visando contribuir para a maior retenção de profissionais, e conseqüentemente do conhecimento tácito, que é o mais valioso nas organizações.(AU)

The future of manufacturing

Anyone who looks at the title of this special issue will agree that the intent behind the preparation of this volume was ambitious: to predict and discuss “The Future of Manufacturing”. Will manufacturing be important in the future? Even though some sceptics might say not, and put on the table some old familiar arguments, we would strongly disagree. To bring subsidies for the argument we issued the call-for-papers for this special issue of Journal of Manufacturing Technology Management, fully aware of the size of the challenge in our hands. But we strongly believed that the enterprise would be worthwhile. The point of departure is the ongoing debate concerning the meaning and content of manufacturing. The easily visualised internal activity of using tangible resources to make physical products in factories is no longer a viable way to characterise manufacturing. It is now a more loosely defined concept concerning the organisation and management of open, interdependent, systems for delivering goods and services, tangible and intangible, to diverse types of markets. Interestingly, Wickham Skinner is the most cited author in this special issue of JMTM. He provides the departure point of several articles because his vision and insights have guided and inspired researchers in production and operations management from the late 1960s until today. However, the picture that we draw after looking at the contributions in this special issue is intrinsically distinct, much more dynamic, and complex. Seven articles address the following research themes: 1.new patterns of organisation, where the boundaries of firms become blurred and the role of the firm in the production system as well as that of manufacturing within the firm become contingent; 2.new approaches to strategic decision-making in markets characterised by turbulence and weak signals at the customer interface; 3.new challenges in strategic and operational decisions due to changes in the profile of the workforce; 4.new global players, especially China, modifying the manufacturing landscape; and 5.new techniques, methods and tools that are being made feasible through progress in new technological domains. Of course, many other important dimensions could be studied, but these themes are representative of current changes and future challenges. Three articles look at the first theme: organisational evolution of production and operations in firms and networks. Karlsson's and Skold's article represent one further step in their efforts to characterise “the extraprise”. In the article, they advance the construction of a new framework, based on “the network perspective” by defining the formal elements which compose it and exploring the meaning of different types of relationships. The way in which “actors, resources and activities” are conceptualised extends the existing boundaries of analytical thinking in operations management and open new avenues for research, teaching and practice. The higher level of abstraction, an intrinsic feature of the framework, is associated to the increasing degree of complexity that characterises decisions related to strategy and implementation in the manufacturing and operations area, a feature that is expected to become more and more pervasive as time proceeds. Riis, Johansen, Englyst and Sorensen have also based their article on their previous work, which in this case is on “the interactive firm”. They advance new propositions on strategic roles of manufacturing and discuss why the configuration of strategic manufacturing roles, at the level of the network, will become a key issue and how the indirect strategic roles of manufacturing will become increasingly important. Additionally, by considering that value chains will become value webs, they predict that shifts in strategic manufacturing roles will look like a sequence of moves similar to a game of chess. Then, lastly under the first theme, Fleury and Fleury develop a conceptual framework for the study of production systems in general derived from field research in the telecommunications industry, here considered a prototype of the coming information society and knowledge economy. They propose a new typology of firms which, on certain dimensions, complements the propositions found in the other two articles. Their telecoms-based framework (TbF) comprises six types of companies characterised by distinct profiles of organisational competences, which interact according to specific patterns of relationships, thus creating distinct configurations of production networks. The second theme is addressed by Kyläheiko and SandstroÍm in their article “Strategic options based framework for management of dynamic capabilities in manufacturing firms”. They propose a new approach to strategic decision-making in markets characterised by turbulence and weak signals at the customer interface. Their framework for a manufacturing firm in the digital age leads to active asset selection (strategic investments in both tangible and intangible assets) and efficient orchestrating of the global value net in “thin” intangible asset markets. The framework consists of five steps based on Porter's five-forces model, the resources-based view, complemented by means of the concepts of strategic options and related flexibility issues. Thun, GroÍssler and Miczka's contribution to the third theme brings the human dimension to the debate regarding the future of manufacturing. Their article focuses on the challenges brought to management by the ageing of workers in Germany but, in the arguments that are raised, the future challenges associated to workers and work organisation in every production system become visible and relevant. An interesting point in the approach adopted by the authors is that not only the factual problems and solutions are taken into account but the perception of the managers is brought into the picture. China cannot be absent in the discussion of the future of manufacturing. Therefore, within the fourth theme, Vaidya, Bennett and Liu provide the evidence of the gradual improvement of Chinese companies in the medium and high-tech sectors, by using the revealed comparative advantage (RCA) analysis. The Chinese evolution is shown to be based on capabilities developed through combining international technology transfer and indigenous learning. The main implication for the Western companies is the need to take account of the accelerated rhythm of capability development in China. For other developing countries China's case provides lessons of great importance. Finally, under the fifth theme, Kuehnle's article: “Post mass production paradigm (PMPP) trajectories” provides a futuristic scenario of what is already around us and might become prevalent in the future. It takes a very intensive look at a whole set of dimensions that are affecting manufacturing now, and will influence manufacturing in the future, ranging from the application of ICT to the need for social transparency. In summary, this special issue of JMTM presents a brief, but undisputable, demonstration of the possible richness of manufacturing in the future. Indeed, we could even say that manufacturing has no future if we only stick to the past perspectives. Embracing the new is not easy. The new configurations of production systems, the distributed and complementary roles to be performed by distinct types of companies in diversified networked structures, leveraged by the new emergent technologies and associated the new challenges for managing people, are all themes that are carriers of the future. The Guest Editors of this special issue on the future of manufacturing are strongly convinced that their undertaking has been worthwhile.

Organisational slack resources, the definitions and consequences for business flexibility and performance : an empirical investigation

Slack resources are recognised to be those spare capabilities and assets of the organisation that are variable reclaimable for re-deployment. They represent under utilised and hidden spare energies within a company that may be recaptured and employed for a variety of tasks. However their positive contribution to organisational success has been a contentious claim that has provoked the intuitive argument that slack resources are inefficiency and are to be eradicated. The counter argument has been that very efficient organisations are inflexible and therefore incapable of being responsive to an increasingly dynamic environment. Therefore this work compares and contrasts three distinctive industries in a holistic manner and maps the impact of environmental flux on the firm, its subsequent disruptive ripples through the organisation and its absorption by slack resources. Through this process it is demonstrated that slack resources do positively contribute to organisational performance and subsequently the ability of slack to promote sustained competitive advantage is also identified. The major findings of this work are listed. 1. This work has developed and perfected a new research model that aids the investigation of the internal behaviours and consequences of Slack Resources. 2. Supported by argument a new variable of Soft Slack was developed. Its validity was demonstrated in its ability to capture the contribution of intangible assets, such as education, experience, spare management time and further training, to the extant levels of Organisational Hard Slack resources. 3. The validity of Soft Slack was further supported when its contribution to organisational Flexibility was also established. 4. The original argument that Slack Resources enhance organisational Performance has been further developed. It is now evidenced that Slack Resources facilitate Organisational Flexibility and by this process enhances Organisational Performance.

Institutions and equity structure of foreign affiliates

Question/Issue: We combine agency and institutional theory to explain the division of equity shares between the foreign (majority) and local (minority) partners within foreign affiliates. We posit that once the decision to invest is made, the ownership structure is arranged so as to generate appropriate incentives to local partners, taking into account both the institutional environment and the firm-specific difficulty in monitoring. Research Findings/Insights: Using a large firm-level dataset for the period 2003-2011 from 16 Central and Eastern European countries and applying selectivity corrected estimates, we find that both weaker host country institutions and higher share of intangible assets in total assets in the firm imply higher minority equity share of local partners. The findings hold when controlling for host country effects and when the attributes of the institutional environment are instrumented. Theoretical/Academic Implications: The classic view is that weak institutions lead to concentrated ownership, yet it leaves the level of minority equity shares unexplained. Our contribution uses a firm-level perspective combined with national-level variation in the institutional environment, and applies agency theory to explain the minority local partner share in foreign affiliates. In particular, we posit that the information asymmetry and monitoring problem in firms are exacerbated by weak host country institutions, but also by the higher share of intangible assets in total assets. Practitioner/Policy Implications: Assessing investment opportunities abroad, foreign firms need to pay attention not only to features directly related to corporate governance (e.g., bankruptcy codes) but also to the broad institutional environment. In weak institutional environments, foreign parent firms need to create strong incentives for local partners by offering them significant minority shares in equity. The same recommendation applies to firms with higher shares of intangible assets in total assets. © 2014 The Authors.

Taxation of intellectual property: the new regime for companies

Central aspects of new regime for taxation of intangible assets introduced by FA 2002 which seeks to align tax treatment with accounting treatment of intellectual property

What determines tax haven FDI

This paper examines the determinants of a multinational enterprise’s (MNEs) decision to invest in countries classified as tax havens. To the best of our knowledge this has not been analysed at the cross-country level before. We use the ownership-location-internalisation (OLI) paradigm and link it with financial specific advantages to develop a number of hypotheses which are subsequently tested by our empirical model. Our analysis is based on a large firm-level database covering 39,543 MNEs across the world for the period 2002- 2011. We find that higher corporate taxes faced by MNEs at home increase the likelihood of locating in a tax haven. Moreover, high technology manufacturing and services MNEs that possess large levels of intangible assets are also more likely to locate subsidiaries in tax havens. Finally, we find evidence that MNEs from countries with a more coordinated market orientation are less likely to locate in tax havens.

Internationalization of emerging Indian multinationals:linkage, leverage and learning (LLL) perspective

The multi-polar world in which we now live and work demands re-examination and refinement of the traditional understanding of the internationalization strategies and competitive advantages of multinational firms by incorporating the characteristics of firms from emerging economies. Based on interviews in four Indian multinationals in different industry segments, we present the "voices" of Indian corporate leaders to provide preliminary evidence on the primary motives behind the internationalization process of emerging multinationals from the perspective of linkage, leverage and learning (LLL). We show how the case study organizations have evolved themselves to become credible global players by leveraging on their learning through targeted acquisitions in developed markets to acquire intangible assets and/or following global clients in search of new markets and competitive advantages.