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Löfving, Malin
Publications (10 of 21) Show all publications
Vestin, A., Säfsten, K. & Löfving, M. (2018). On the way to a smart factory for single-family wooden house builders in Sweden. In: : . Paper presented at 8th Swedish Production Symposium, SPS 2018, 16-18 May 2018, Stockholm, Sweden.
Open this publication in new window or tab >>On the way to a smart factory for single-family wooden house builders in Sweden
2018 (English)Conference paper, Oral presentation only (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:hj:diva-39270 (URN)
Conference
8th Swedish Production Symposium, SPS 2018, 16-18 May 2018, Stockholm, Sweden
Available from: 2018-04-26 Created: 2018-04-26 Last updated: 2019-02-14Bibliographically approved
Bäckstrand, J., Jansson, D., Karlsson, J. & Löfving, M. (2016). Guidelines for designing a purchasing process for small businesses. In: : . Paper presented at 25th International IPSERA Conference, Dortmund, March 20-23, 2016.. Dortmund
Open this publication in new window or tab >>Guidelines for designing a purchasing process for small businesses
2016 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The purpose with this paper is to contribute towards a deeper understanding of the purchasing process in SMEs. This is done by investigating general research regarding purchasing, business strategy and SMEs to create a framework of factors influencing purchasing processes in SMEs. The factors are then authenticated with an empirical study of an SME. It is concluded that all influencing factors from the framework can be applied to the SME, but that the SME tend to handle them with a short-term perspective. This paper will provide guidelines for SMEs in order to create purchasing processes with a long-term perspective, which is more integrated with their business strategy.

Place, publisher, year, edition, pages
Dortmund: , 2016
Keywords
Purchasing strategy, SMEs, Strategic alignment
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-30920 (URN)
Conference
25th International IPSERA Conference, Dortmund, March 20-23, 2016.
Available from: 2016-06-28 Created: 2016-06-28 Last updated: 2016-09-28Bibliographically approved
Löfving, M. (2016). Homogeneity of manufacturing choices in subcontractor SMEs. Journal of Manufacturing Technology Management, 27(2), 261-286
Open this publication in new window or tab >>Homogeneity of manufacturing choices in subcontractor SMEs
2016 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 27, no 2, p. 261-286Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to investigate the choices made in manufacturing decision categories by subcontractor small- and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices.

Design/methodology/approach – A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted.

Findings – Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices.

Research limitations/implications – The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalisability of findings to other industries or countries.

Practical implications – This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories.

Originality/value – By addressing new institutionalism, SME characteristics and decision categories in the same study, the author provides new insights into the categories of manufacturing decisions.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
Manufacturing strategy, Small- and medium-sized enterprises, Decision categories, New institutionalism
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-28693 (URN)10.1108/JMTM-03-2014-0024 (DOI)000374162500005 ()2-s2.0-84959331371 (Scopus ID)
Funder
VINNOVA
Available from: 2015-12-21 Created: 2015-12-21 Last updated: 2017-12-01Bibliographically approved
Melander, A., Löfving, M., Andersson, D., Elgh, F. & Thulin, M. (2016). Introducing the Hoshin Kanri strategic management system in manufacturing SMEs. Management Decision, 54(10), 2507-2523
Open this publication in new window or tab >>Introducing the Hoshin Kanri strategic management system in manufacturing SMEs
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2016 (English)In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 54, no 10, p. 2507-2523Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in manufacturing small- and medium-sized enterprises (SMEs).

Design/methodology/approach – This paper reports the findings from the introduction of HK to four manufacturing SMEs by following an assistance support-based research approach where teams of coaches and researchers observed and learned from the introduction phase. The overall design of the project is theory building and learning oriented.

Findings – It is suggested that the successful introduction of a strategic management system in manufacturing SMEs has to balance the inherent level of formalization therein, with the individual company’s management practices. Based on HK as the strategic management system, pDCA is proposed as an alternative approach to the introduction, matching differences in management practices.

Research limitations/implications – The explorative nature of this research provides room for subsequent studies by elaborating the knowledge on the introduction of strategic management systems in SMEs.

Practical implications – Awareness of the existing managerial practices is essential when introducing a new strategic management system in manufacturing SMEs. Such awareness is the starting point of customizing the introduction, so that proper levels of engagement and flexibility can be balanced with increasing systematic formalization, and optimized adequacy.

Originality/value – Following an assistance support-based research approach the result of this research project is summarized in the iterative pDCA model emphasizing engagement and flexibility when incrementally introducing strategic management systems in SMEs. This model addresses a hitherto under-researched topic in strategic management.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
SME, Implementation, Strategic planning, Hoshin Kanri, Strategic management system, Strategic practices
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-34116 (URN)10.1108/MD-03-2016-0148 (DOI)000390762300008 ()2-s2.0-84994608621 (Scopus ID)
Available from: 2016-11-29 Created: 2016-11-29 Last updated: 2017-11-29Bibliographically approved
Löfving, M., Melander, A., Elgh, F., Andersson, D. & Thulin, M. (2016). Leadership characteristics and Hoshin Kanri in small and medium sized enterprises. In: : . Paper presented at 23rd EurOMA Conference.
Open this publication in new window or tab >>Leadership characteristics and Hoshin Kanri in small and medium sized enterprises
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2016 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This paper aims at contribute to an understanding of how present leadership characteristics influence the implementation of HK in manufacturing SMEs. The research is based around two case companies where the ideas of HK was implemented in an action research project. The leadership characteristics associated with HK include characteristics such as supporting, coaching, challenging, involving top management and co-workers. The findings show that HK leadership characteristics have similarities with lean leadership and developmental leadership characteristics. The two cases have successfully began to implement HK and the CEO’s in both cases have a present leadership style resembling of developmental leadership.

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-34139 (URN)
Conference
23rd EurOMA Conference
Funder
VINNOVA
Available from: 2016-12-01 Created: 2016-12-01 Last updated: 2016-12-01Bibliographically approved
Löfving, M., Säfsten, K. & Winroth, M. (2016). Manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises. International Journal of Manufacturing Technology and Management (IJMTM), 30(5), 306-325
Open this publication in new window or tab >>Manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises
2016 (English)In: International Journal of Manufacturing Technology and Management (IJMTM), ISSN 1368-2148, E-ISSN 1741-5195, Vol. 30, no 5, p. 306-325Article in journal (Refereed) Published
Abstract [en]

This study encourages an increased focus on managerial and organisational issues in manufacturing strategy formulation. The study investigates the relationship between manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises (SMEs). Manufacturing strategy formulation is studied in three cases, and it is found that the formulation is different in each case. Leadership style is more visible than organisational culture in manufacturing strategy formulation in the case companies. Owing to the small number of employees in SMEs, the top manager’s decisions influence the whole organisation and the organisational culture. The leadership style and organisational culture are closely aligned in SMEs owing to the managers and to the centralised decision-making.

Keywords
Manufacturing strategy, process, formulation, leadership style, organisational culture, small and medium-sized enterprises, SMEs, small firms
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-31390 (URN)10.1504/IJMTM.2016.078918 (DOI)2-s2.0-84986189955 (Scopus ID)
Projects
STRATEGO
Funder
VINNOVA
Available from: 2016-08-19 Created: 2016-08-19 Last updated: 2017-11-28Bibliographically approved
Löfving, M., Melander, A., Andersson, D., Elgh, F. & Thulin, M. (2015). Initiation of Hoshin Kanri in SMEs using a tentative process. In: : . Paper presented at 22nd International Annual EurOMA Conference EurOMA15, Neuchâtel, Switzerland, 26 Jun-1 Jul, 2015. International Annual EurOMA Conference
Open this publication in new window or tab >>Initiation of Hoshin Kanri in SMEs using a tentative process
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2015 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Hoshin Kanri is a management method supporting strategic work. In spite of a number of Hoshin Kanri success stories in large organizations, little research attention are given to SMEs. This research encourages an increased focus on Hoshin Kanri in SMEs. In this paper a tentative process for the initiation of Hoshin Kanri in SMEs is outlined. We also identify factors influencing the initiation of Hoshin Kanri in SMEs based on findings from eight case studies. The result shows that the initiation of Hoshin Kanri varied in the case studies as the factors enable or hinder the initiation of Hoshin Kanri.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2015
Keywords
Strategy deployment, policy deployment, small and medium-sized enterprises
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-28692 (URN)
Conference
22nd International Annual EurOMA Conference EurOMA15, Neuchâtel, Switzerland, 26 Jun-1 Jul, 2015
Projects
Organiserat strategiarbete för förnyelse – mindre och medelstora företag i fokus.
Funder
VINNOVA
Available from: 2015-12-21 Created: 2015-12-21 Last updated: 2018-09-12Bibliographically approved
Säfsten, K., Winroth, M. & Löfving, M. (2014). Development of a manufacturing strategy framework for SMEs. In: Proceedings of the 21st EurOMA Conference, June 20-25, Palermo, Italy: . Paper presented at The 21st EurOMA International Annual Conference on Operations Management in an Innovation Economy, June 20-25, Palermo, Italy. International Annual EurOMA Conference
Open this publication in new window or tab >>Development of a manufacturing strategy framework for SMEs
2014 (English)In: Proceedings of the 21st EurOMA Conference, June 20-25, Palermo, Italy, International Annual EurOMA Conference, 2014Conference paper, Published paper (Refereed)
Abstract [en]

Small and medium-sized enterprises (SMEs) are very important to European industry, acting as suppliers to global companies, but also as OEMs. To keep up with competition from global sourcing, they however need to be pro-active and have clear ideas on how to compete. In this work, manufacturing strategies may constitute the necessary guidance. In this paper we present the development of an analytical tool for manufacturing strategy formulation, easy to use and thus suitable to SMEs, who often lack resources in terms of competence or money.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2014
Keywords
Manufacturing strategy, small and medium-sized enterprises, collaborative research
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-25419 (URN)
Conference
The 21st EurOMA International Annual Conference on Operations Management in an Innovation Economy, June 20-25, Palermo, Italy
Projects
STRATEGO
Funder
VINNOVA
Available from: 2014-12-23 Created: 2014-12-23 Last updated: 2018-09-13Bibliographically approved
Löfving, M., Melander, A., Andersson, D., Elgh, F. & Thulin, M. (2014). Introducing the Hoshin Kanri approach in small and medium sized companies. In: : . Paper presented at The 6th Swedish Production Symposium, 16-18 September, 2014, Gothenburg, Sweden.
Open this publication in new window or tab >>Introducing the Hoshin Kanri approach in small and medium sized companies
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2014 (English)Conference paper, Oral presentation only (Other academic)
Abstract [en]

In order to grow, small and medium-sized enterprises (SMEs) have to balance the inherent flexibility of the small firm with formal work division and administrative routines. This balancing is apparent in SME’s approach to strategy work. In order to address this need of balancing in strategy work we in this paper introduce the Hoshin Kanri approach to the SME context. Based on an extensive literature review we identify the principles of Hoshin Kanri and develop an adapted approach to small and medium sized companies. Finally we report on the lessons learnt after initiating the adapted approach in four SMEs.

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-24822 (URN)
Conference
The 6th Swedish Production Symposium, 16-18 September, 2014, Gothenburg, Sweden
Projects
Organiserat strategiarbete för förnyelse- mindre och medelstora företag i fokus
Funder
VINNOVA
Available from: 2014-10-03 Created: 2014-10-03 Last updated: 2018-09-05Bibliographically approved
Löfving, M., Säfsten, K. & Winroth, M. (2014). Manufacturing strategy frameworks suitable for SMEs. Journal of Manufacturing Technology Management, 25(1), 7-26
Open this publication in new window or tab >>Manufacturing strategy frameworks suitable for SMEs
2014 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 25, no 1, p. 7-26Article in journal (Refereed) Published
Abstract [en]

Purpose: The paper aims at increasing the understanding of how manufacturing strategy formulation can be facilitated in SMEs.

Design/methodology/approach: The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of manufacturing strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified manufacturing strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics.

Findings: In total 15 different manufacturing strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics.

Practical implications: Based on an assessment of the existing manufacturing strategy frameworks we have been able to identify one framework that fulfills 10 out of 14 of the theoretical and empirical requirements.

Originality/contribution: Although a number of manufacturing strategy frameworks exist, their applicability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering manufacturing strategy frameworks suitable and thereby useful for SMEs.

Keywords
applicability, assessment, formulation process, manufacturing strategy, SME, strategy frameworks
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-22473 (URN)10.1108/JMTM-08-2012-0081 (DOI)000213511100002 ()2-s2.0-84892406128 (Scopus ID)
Projects
STRATEGO
Funder
VINNOVA
Available from: 2013-10-28 Created: 2013-10-28 Last updated: 2018-05-07Bibliographically approved
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