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Edh Mirzaei, Nina
Alternative names
Publications (10 of 12) Show all publications
Sollander, K. & Edh Mirzaei, N. (2018). Contextualising ambidexterity in small and medium-sized manufacturing enterprises. In: : . Paper presented at 25th International Annual EurOMA Conference, June 24-26th, 2018 Budapest, Hungary.
Open this publication in new window or tab >>Contextualising ambidexterity in small and medium-sized manufacturing enterprises
2018 (English)Conference paper, Published paper (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-41341 (URN)
Conference
25th International Annual EurOMA Conference, June 24-26th, 2018 Budapest, Hungary
Available from: 2018-09-04 Created: 2018-09-04 Last updated: 2018-09-19Bibliographically approved
Edh Mirzaei, N. & Halldorsson, A. (2017). Employee flexibility in operations in the era of digitalisation: Implications for social sustainability. In: : . Paper presented at 4th International Annual European Operations Management Association (EurOMA) Conference, Sustainable Operations and Supply Chain Forum, 27-28 February 2017, Milan, Italy. International Annual EurOMA Conference
Open this publication in new window or tab >>Employee flexibility in operations in the era of digitalisation: Implications for social sustainability
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The paper provides a perspective on why employee flexibility is critical to manufacturing in the changing industrial landscape, how this links to efforts of digitalisation and automation in operations, and what opportunities and constraints this may have for achieving social sustainability. First, employee flexibility should be regarded at both horisontal and vertical dimensions. Second, responding to digitalisation of manufacturing requires both horisontal and vertical type of employee flexibility. Third, digitalization should relate more firmly employee flexibility, and too even greater extent to social sustainability. Employee flexibility can bridge the gap between digitalisation and social responsibility.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2017
Keywords
social sustainability, automation, employee flexibility, manufacturing digitalisation
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-39218 (URN)
Conference
4th International Annual European Operations Management Association (EurOMA) Conference, Sustainable Operations and Supply Chain Forum, 27-28 February 2017, Milan, Italy
Available from: 2018-04-30 Created: 2018-04-30 Last updated: 2018-09-11Bibliographically approved
Edh Mirzaei, N., Wlazlak, P., Sansone, C. & Hilletofth, P. (2016). Challenges with competitive manufacturing in high cost environment. In: Proceedings of the 23rd International Annual EurOMA Conference, Trondheim, Norway: . Paper presented at The 23rd EurOMA conference, 17th-22nd of June 2016, Trondheim, Norway. International Annual EurOMA Conference
Open this publication in new window or tab >>Challenges with competitive manufacturing in high cost environment
2016 (English)In: Proceedings of the 23rd International Annual EurOMA Conference, Trondheim, Norway, International Annual EurOMA Conference, 2016Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2016
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31601 (URN)978-82-303-3277-1 (ISBN)
Conference
The 23rd EurOMA conference, 17th-22nd of June 2016, Trondheim, Norway
Available from: 2016-08-31 Created: 2016-08-31 Last updated: 2018-09-12Bibliographically approved
Edh Mirzaei, N., Fredriksson, A. & Winroth, M. (2016). Strategic consensus on manufacturing strategy content: Including the operators’ perceptions. International Journal of Operations & Production Management, 36(4), 429-466
Open this publication in new window or tab >>Strategic consensus on manufacturing strategy content: Including the operators’ perceptions
2016 (English)In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 36, no 4, p. 429-466Article in journal (Refereed) Published
Abstract [en]

Purpose – Strategic consensus between operators and managers is an important means to accomplish a successful manufacturing strategy (MS) process. Previous studies largely left out individual operators from this concept. Therefore, the purpose of this paper was to empirically examine the level of strategic consensus on the MS within the operations function, that is, the operators’ and managers’ perceptions of MS.

Design/methodology/approach – Interviews were conducted with both operators and managers at three small and medium-sized enterprises in Sweden. The MS dimensions were selected based on previous research; the data was analysed by using thematic coding.

Findings – The study shows that the levels of strategic consensus on the MS vary among companies. Even when strategic consensus exists between operators and managers, their underlying reasons often differ. Furthermore, the levels of strategic consensus vary among MS dimensions. The companies’ usage of information-sharing channels, along with their size and position in the supply chain, can be important for the level of strategic consensus.

Originality/value – This paper contributes to the body of knowledge in three ways. First, it expands the scope of the MS dimensions under study, thus offering a stronger, resource-based perspective on MS and strategic consensus than what earlier studies showed. Second, it goes beyond the management level by including both managers and operators as the unit of analysis. Third, compared to previous research, it focuses on a new context and is based on indepth case studies.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
strategic consensus, manufacturing strategy, SME
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-27689 (URN)10.1108/IJOPM-07-2014-0309 (DOI)000379677500004 ()2-s2.0-84961575098 (Scopus ID)
Available from: 2015-08-11 Created: 2015-08-11 Last updated: 2018-06-08Bibliographically approved
Edh Mirzaei, N. (2015). Communication's role for strategic consensus in formation of manufacturing strategy. In: Proceedings for the 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland: . Paper presented at 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland. International Annual EurOMA Conference
Open this publication in new window or tab >>Communication's role for strategic consensus in formation of manufacturing strategy
2015 (English)In: Proceedings for the 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland, International Annual EurOMA Conference, 2015Conference paper, Published paper (Refereed)
Abstract [en]

This paper identifies the means of communication in a shop floor context and how these influence the workers’ perceptions of MS priorities. 28 interviews with workers and managers at four metal working SMEs in Sweden showed that there are significant similarities among the companies in relation to all communication elements and that the main communication channel is shop floor meetings. However, significant for all four companies is the lack of a strategic perspectives in the message content. This paper contributes to the management of the worker-manager relationship in relation to MS formation and the role communication plays for strategic consensus.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2015
Keywords
Communication, manufacturing strategy formation, strategic consensus
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:hj:diva-30030 (URN)
Conference
22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland
Available from: 2016-05-24 Created: 2016-05-24 Last updated: 2018-09-12Bibliographically approved
Edh Mirzaei, N. (2015). Involving individuals in the manufacturing strategy formation: Strategic consensus among workers and managers. (Doctoral dissertation). Göteborg: Chalmers University of Technology
Open this publication in new window or tab >>Involving individuals in the manufacturing strategy formation: Strategic consensus among workers and managers
2015 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Decisions made and actions taken by individuals in the operations function impact the formation of a company’s manufacturing strategy (MS). Therefore, it is important that the MS is understood and agreed on by all employees, that is, strategic consensus among the individuals in the operations function is essential. This research contributes to the current body of knowledge by including a workers’ perspective on MS formation. It is the workers on the shop floor who bring the MS to life in the actual operations through their daily decisions and actions. The MS falls short if the priorities outlined do not materialise in practice as intended. The purpose of this research is to investigate how the individuals in the operations function perceive the MS in order to understand how these individuals are involved in the MS formation. The research is based on five studies, differing by evidence, as follows: one theoretical, three qualitative in the setting of small and medium-sized enterprises (SMEs), and one quantitative at a large company. Based on the findings presented in the six appended papers, the results show that empirically and conceptually, workers have been overlooked or given a passive role in the MS formation. Empirically, it is seen that workers and managers do not have a shared understanding of the underlying reasons for strategic priorities; hence, the level of strategic consensus is low. Furthermore, the level of strategic consensus varies among the different MS dimensions depending on their organisational level. Moreover, the empirical findings reveal that internal contextual factors influence the individuals’ perceptions of the MS and the possibilities for strategic consensus. Regarding the external context, the results show that major customers’ strategies influence the subcontractor SMEs’ MS formation. The usage of means of communication in the operations function has also shown to be of importance for how the MS is perceived. Conceptually, the findings indicate that the MS literature tends to treat individuals in the operations function in a deterministic manner; individuals on the shop floor are regarded as manufacturing resources. To ensure a successful MS formation process, where the patterns of the decisions made by the individuals in the operations function forms the MS, the view on human nature within the MS requires a more voluntaristic approach. This research suggests to view the MS formation as an iterative “patterning process” which builds on a reciprocal relationship between workers and managers. The introduction of the patterning process contributes to the research on MS formation by explaining the perception range within the hierarchical levels, by re-defining the hierarchical levels included in the MS formation and by detailing the activities in the MS formation.

Place, publisher, year, edition, pages
Göteborg: Chalmers University of Technology, 2015. p. 299
Series
Doktorsavhandlingar vid Chalmers tekniska högskola, ISSN 0346-718X ; 3990
Keywords
Manufacturing strategy, strategic consensus, behavioural operations, workers, managers
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:hj:diva-30031 (URN)978-91-7597-309-8 (ISBN)
Available from: 2016-05-24 Created: 2016-05-24 Last updated: 2016-05-24Bibliographically approved
Edh Mirzaei, N. & Lantz, B. (2015). Strategic consensus on manufacturing strategy: operators’ and managers’ perceptions. In: Proceedings for the 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland: . Paper presented at 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland. International Annual EurOMA Conference
Open this publication in new window or tab >>Strategic consensus on manufacturing strategy: operators’ and managers’ perceptions
2015 (English)In: Proceedings for the 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland, International Annual EurOMA Conference, 2015Conference paper, Published paper (Refereed)
Abstract [en]

This paper joins the discussion on the need for trade-offs among competitive priorities in manufacturing strategy (MS) and builds on earlier works on strategic consensus on MS by addressing the purpose to examine the level of strategic consensus between different organisational levels regarding the competitive priorities quality, delivery, flexibility and cost. Survey data from 96 employees at one Swedish assembly plant show that the employees rank the priorities significantly different. Further, white collar workers rank six of the 16 studied competitive priority abilities significantly higher than blue collar workers do.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2015
Keywords
manufacturing strategy, strategic consensus
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:hj:diva-30033 (URN)
Conference
22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland
Available from: 2016-05-24 Created: 2016-05-24 Last updated: 2018-09-12Bibliographically approved
Jagstedt, S. & Edh Mirzaei, N. (2015). The missing link between local and global best practices within manufacturing. In: Proceedings for the 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland: . Paper presented at 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland. International Annual EurOMA Conference
Open this publication in new window or tab >>The missing link between local and global best practices within manufacturing
2015 (English)In: Proceedings for the 22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland, International Annual EurOMA Conference, 2015Conference paper, Published paper (Refereed)
Abstract [en]

This paper takes a knowledge-based view on operations strategy and investigate how local best practices (LBPs) are used as contributors for identification and evaluation of a manufacturing global best practice (GBP). Semi-structured interviews with 14 respondents at seven multinational companies concluded that LBPs and GBPs are transferred by different mechanisms. LBPs are rarely used as contributors to GBPs but rather stay internal among local sites. GBPs more often concern development of systems and frameworks and are thereby less concerned with context. The importance of including local knowledge and practices and use existing internal resources to reach competitive advantages are emphasised.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2015
Keywords
Best Practice, Manufacturing, Benchmarking
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:hj:diva-30034 (URN)
Conference
22nd International Annual EurOMA Conference, Operations management for sustainable competitiveness, 26 June - 1 July 2015, Neuchâtel, Switzerland
Available from: 2016-05-24 Created: 2016-05-24 Last updated: 2018-09-12Bibliographically approved
Edh, N. & Fredriksson, A. (2014). The people dimension in manufacturing strategy: contextual factors influencing a joint view. In: Proceedings for the 21th International Annual EurOMA Conference, Operations Management in an Innovation Economy, 20-25 June 2014, Palermo, Italy: . Paper presented at 21th International Annual EurOMA Conference, Operations Management in an Innovation Economy, 20-25 June 2014, Palermo, Italy. International Annual EurOMA Conference
Open this publication in new window or tab >>The people dimension in manufacturing strategy: contextual factors influencing a joint view
2014 (English)In: Proceedings for the 21th International Annual EurOMA Conference, Operations Management in an Innovation Economy, 20-25 June 2014, Palermo, Italy, International Annual EurOMA Conference, 2014Conference paper, Published paper (Refereed)
Abstract [en]

This paper explicates the contextual factors influencing the workers’ perceptions of the MS, and hence, the possibilities for a joint view between workers and managers. The paper is based on in depth interviews with 16 workers in four metal working SMEs in Sweden. The contextual factors can be viewed at two levels: individual and organisational. This paper contributes to richer descriptions of what the individual and organisational contextual factors incorporate, and to the clarification of the important role communication channels plays for the possibilities of a joint view. Thereby, contributing to increased knowledge on the manufacturing strategy formation process.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2014
Keywords
manufacturing strategy, strategic consensus, behavioural operations
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-30077 (URN)
Conference
21th International Annual EurOMA Conference, Operations Management in an Innovation Economy, 20-25 June 2014, Palermo, Italy
Available from: 2016-05-30 Created: 2016-05-30 Last updated: 2018-09-12Bibliographically approved
Edh, N. & Halldorsson, A. (2013). Manufacturing strategy in a behavioral operations perspective: The people dimension. In: Proceedings for the 20th International Annual EurOMA Conference, Operations Management at the Heart of the Recovery, 7-12 June 2013, Dublin, Ireland: . Paper presented at 20th International Annual EurOMA Conference, Operations Management at the Heart of the Recovery, 7-12 June 2013, Dublin, Ireland. International Annual EurOMA Conference
Open this publication in new window or tab >>Manufacturing strategy in a behavioral operations perspective: The people dimension
2013 (English)In: Proceedings for the 20th International Annual EurOMA Conference, Operations Management at the Heart of the Recovery, 7-12 June 2013, Dublin, Ireland, International Annual EurOMA Conference, 2013Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2013
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-30075 (URN)
Conference
20th International Annual EurOMA Conference, Operations Management at the Heart of the Recovery, 7-12 June 2013, Dublin, Ireland
Available from: 2016-05-30 Created: 2016-05-30 Last updated: 2018-09-12Bibliographically approved
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