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  • 1.
    Edh Mirzaei, Nina
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Communication's role for strategic consensus in formation of manufacturing strategy2015In: 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 (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.

  • 2.
    Edh Mirzaei, Nina
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Involving individuals in the manufacturing strategy formation: Strategic consensus among workers and managers2015Doctoral 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.

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  • 3.
    Edh Mirzaei, Nina
    et al.
    Department of Technology Management and Economics, Chalmers University of Technology, Gothenburg, Sweden.
    Fredriksson, Anna
    Department of Science and Technology, Linköping University, Sweden.
    Winroth, Mats
    Jönköping University, School of Engineering, JTH. Research area Industrial Production. Department of Technology Management and Economics, Chalmers University of Technology, Gothenburg, Sweden.
    Strategic consensus on manufacturing strategy content: Including the operators’ perceptions2016In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 36, no 4, p. 429-466Article in journal (Refereed)
    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.

  • 4.
    Edh Mirzaei, Nina
    et al.
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management.
    Halldorsson, Arni
    Chalmers University of Technology.
    Employee flexibility in operations in the era of digitalisation: Implications for social sustainability2017Conference 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.

  • 5.
    Edh Mirzaei, Nina
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management. Jonkoping Univ, Sch Engn, Dept Supply Chain & Operat Management, POB 1026, S-55111 Jonkoping, Sweden..
    Hilletofth, Per
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management. Jönköping University, School of Engineering, JTH, Industrial Product Development, Production and Design. Department of Industrial Engineering and Management, University of Gävle, Gävle, Sweden.
    Pal, Rudrajeet
    Department of Business Administration and Textile Management, Swedish School of Textiles, University of Borås, Borås, Sweden.
    Challenges to competitive manufacturing in high-cost environments: checklist and insights from Swedish manufacturing firms2021In: Operations Management Research, ISSN 1936-9735, E-ISSN 1936-9743, Vol. 14, p. 272-292Article in journal (Refereed)
    Abstract [en]

    Research on competitive manufacturing (CM) in high-cost environments has earlier indicated that firms struggle to remain competitive and that manufacturing operations often have been offshored to low-cost environments. The purpose of this research is to explore and create a compounded view of challenges related to both internal and external environments of firms when operating in high-cost environments. This issue has been investigated through a qualitative case study involving five manufacturing firms in Sweden. This research has empirically derived the challenges associated with sustaining CM in high-cost environments and developed a prescriptive checklist. Seven main categories of challenges have been identified, ranging from a micro level related to product characteristics and employee involvement, to a macro level related to supply chain collaborations and industry systems. This research contributes to the existing literature on CM in high-cost locations by explaining and detailing what constitutes challenges in this kind of environment.

  • 6.
    Edh Mirzaei, Nina
    et al.
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Lantz, Björn
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Strategic consensus on manufacturing strategy: operators’ and managers’ perceptions2015In: 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 (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.

  • 7.
    Edh Mirzaei, Nina
    et al.
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management.
    Wlazlak, Paraskeva
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management.
    Sansone, Cinzia
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management.
    Hilletofth, Per
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management. Jönköping University, School of Engineering, JTH. Research area Industrial Production.
    Challenges with competitive manufacturing in high cost environment2016In: Proceedings of the 23rd International Annual EurOMA Conference, Trondheim, Norway, International Annual EurOMA Conference, 2016Conference paper (Refereed)
  • 8.
    Edh, Nina
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    The people dimension in manufacturing strategy: operators and managers2013Licentiate thesis, comprehensive summary (Other academic)
    Abstract [en]

    The manufacturing strategy (MS) field has largely focused on the MS content, and not so much on the people dimension of MS or on the process of bringing the MS out in organizations. Within companies, there is often a lack of a joint view of MS; different hierarchical levels view the strategy differently. There is a need to ensure a joint view within companies to assure strategic commitment. The MS falls short if the ideas it incorporates do not materialize into practice as intended. Therefore, this research originated in the idea that the people in manufacturing companies seldom have their voices heard in strategic discussions or in academic debate. In this thesis, individuals’ perceptions of MS are the focus. Hence, the purpose is to investigate operators’ and managers’ perceptions of MS in order to understand possibilities for a joint view of MS. This research was conducted through three studies. Two empirical studies collected data through interviews with operators and managers at Swedish metalworking small and medium-sized enterprises (SMEs). The third study was theoretical and included a literature review where MS literature was analyzed from a behavioral operations (BO) perspective. The findings show that the people dimension in MS is not well developed. Theoretically, a gap exists between the view on people adopted in the BO field and the view on people in the MS literature. In the MS literature there are indicators of a deterministic view of human nature; individuals on the shop floor are viewed as manufacturing resources. Empirically, the findings show that operators’ and managers’ perceptions of MS are affected by many factors. These factors are, e.g., related to intra- versus inter-organizational MS dimensions, the operators as individuals, communication of MS, differences between CEOs and production managers, shift work, and mental distances between hierarchical levels. This research contributes to the work with MS at manufacturing companies by categorizing factors that influence movement towards a joint view of MS. Further, this research contributes to a developed people dimension within the MS field. It offers a viewpoint that indicates the importance of addressing operators and managers as individuals and to viewing the connection between operators and managers a bilateral relationship rather than as a unilateral link. This implies that this thesis strives for a more subjectivist approach to human nature than what traditionally has been the case in MS literature.

  • 9.
    Edh, Nina
    et al.
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Fredriksson, Anna
    The people dimension in manufacturing strategy: contextual factors influencing a joint view2014In: 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 (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.

  • 10.
    Edh, Nina
    et al.
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Halldorsson, Arni
    Chalmers University of Technology, Department of Technology Management and Economics, Logistics & Transportation.
    Manufacturing strategy in a behavioral operations perspective: The people dimension2013In: 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 (Refereed)
  • 11.
    Edh, Nina
    et al.
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Winroth, Mats
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Säfsten, Kristina
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management. Jönköping University, School of Engineering, JTH. Research area Industrial Production.
    Organizational comprehension of manufacturing strategy - A case study of a SMME2012Conference paper (Refereed)
  • 12.
    Engström, Annika
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management. Jönköping University, School of Education and Communication, HLK, Lifelong learning/Encell.
    Barry, Daved
    Jönköping University, School of Engineering, JTH, Industrial Product Development, Production and Design.
    Sollander, Kristina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Johansson, Anette
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Embracing the unplanned: Organizational ambidexterity within manufacturing SMEs2019In: Academy of Management Proceedings, Academy of Management , 2019, article id 14906Conference paper (Refereed)
    Abstract [en]

    Organizational Ambidexterity (OA)–the ability to simultaneously pursue exploration and exploitation–is increasingly being advocated as a way to gain competitive advantage. Most of the work on OA has focused on large, multi-divisional organizations, resulting in frameworks and prescriptions that have little utility for small to medium-sized enterprises (SMEs). With this in mind, we report on the first year of an exploratory, quasi-experimental study of ambidexterity within six small-to-medium manufacturing enterprises in Sweden. The research is characterized by an emic, ‘invented here’ approach, where companies closely examine their current exploration and exploitation practices, use their findings to formulate more advanced OA approaches uniquely suited to their values and circumstances, and iteratively apply and refine these over a four year period. It appears that the construct of ‘unplanned’ and associated sub-constructs such as ‘disturbance, crashes, and interruption’ could be an important key to framing and improving OA within these SMEs and perhaps more generally.

  • 13.
    Engström, Annika
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Simonsson, Johan
    Ideation and Research AI Labs, Husqvarna Group.
    A learning perspective on the interdependency between technology-driven and managerial- driven AI-transformation2022In: International Conference on Work Integrated Learning: Abstract Book, Trollhättan: University West , 2022, p. 122-124Conference paper (Refereed)
    Abstract [en]

    Introduction

    Moving from manual, to automated, to connected AI operations systems implies a significant transformation in the organisation of work (European Parliament, 2015:8) (Brock & von Wangenheim). To understand these “realistic AI” processes, to build competence for certain tasks. it is crucial to understand what organisational competencies that are needed and how to organize knowledge creation processes in practice (Ellström, 2001) Schön used the concept of “knowing–in-action” is nonreflective and solving most everyday practical problems, here understood as executional learning (Engström & Wikner, 2017). Thus, this knowing, according to Schön (1983), is not enough to meet more complex situations. To be aware of tacit knowledge, we need to distance ourselves and learn to reflect. More complex, uncertain and unclear tasks require “knowing-on-action” and collaboration between several competences to create new knowledge or to reach a new solution here understood as developmental learning (Engström&Wikner).. Anton et al. (2020) state that in many organisations there is a lack of AI-related competencies that prevent development of the full AI potential. For the development of the field, it is important to study the dynamic interplay between advanced technology and the social side of work from a learning and competence perspective. Therefore, this paper aims to explore how industrial organisations understand their competencies in relation to AI transformation from a knowledge creation perspective.

    Research method

    The study was part of a collaborative research project with an interdisciplinary research team and representatives from five industrial partners. In four-month cycles the industrial partners engaged in “homework” presented, analysed and discussed in common workshops. For this study, the homework was guided by the DIGITAL approach (Brock & von Wangenheim, 2019) and based on the explanatory model (Anton et al., 2020). The industrial partners studied how resources and competencies related to specific organisational tasks in their own organisations could be identified and defined. To aid the data collection (that was done by the industrial partners themselves) a framework capturing Anton et al.’s (2020) 13 dimensions of competencies (Leadership, Communication, Customer-focused decision making, Business development, Data science/STEM, Agile software development, Initiative and engagement, AI technology, Programming, Digital analysis tools, Data and network technology, Digital competencies, and Data management) was used. For each dimension the partners assesses the competence level: Competence central to the process; Competence exists internally; Competence partly exists internally; Competence does not exist internally; Competence can be gained by development internally; Competence needs to be sourced externally. These were in line with Brock & von Wangenheim’s (2019) logic that managers when starting AI project should do “internal resources check”. The data was analysed in four steps. First, focus group data was analysed by the facilitators at each industrial partner. Second, the competence mapping was analysed by the “working groups” at each industrial partner. Third, the transcribed data from the two industrial partners used in this paper were reviewed individually by t he authors. Fourth, the cross-disciplinary group of authors from both academia and industrial partners gathered for a common analysis session. This session primarily focused on the data from the competence mapping but also cross-checked with the input from the cross-functional focus groups to triangulate the outcome. During the common analysis the conceptual framework presented in the discussion section was developed through iterations between the theoretical framework based on the findings by Anton et al. (2020), and the data from the project.

    Findings

    The preliminary findings show differences among the industrial partners in how they view their own competencies. For some organisations organisational structures are in place, e.g., dedicated AI Labs, where the work with understanding the benefits and usage of the technology is ongoing on a rather advanced level. In other organisations the work has just been initiated. Overall, all representatives stress the importance of top management support and the need for dedicated forums. Among the organisations that have come the farthest in their AI transformation the structure given by the proposed framework is not enough. They emphasise the need to further frame it into also understanding what the competence is associated with and why it is needed. They view the leadership as almost having to have an evangelistic approach to it, where it does not seem to be enough with “only” technical experts. A conceptual framework, consisting of the relationship between the two dimensions: the managerial competencies and the technical competencies, is developed (Figure 1). The managerial competencies dimension concerns organisation and organising. The technical competencies dimension on the other hand captures the complexity level of the technology that is needed, the system of systems. The diagonal illustrates the relationship between these two dimensions, that is, the relation between technological complexity and organisational ability. The lower part of the diagonal captures isolated, simple processes (presumably internal) while the upper part of the diagonal captures integrated, complex processes (presumably primarily related to external parts and/or actors).. For high levels of technical complexity that requires high levels of technical competencies within the organisation the organisation also needs to advance the managerial competencies and the developmental learning processes. However, while in the long-term perspective we suggest that going off the diagonal will be inefficient and ineffective, hence, waste, it might be needed to do that temporarily, as the organisation develops. We believe that this developmentcan be either technology-driven or organisation-driven.

    The proposed conceptual framework is intended to help organisations plot their own current position based on the two dimensions and identify what changes are needed to reach the diagonal. It can also be used to define where on the diagonal the organisation ultimately wants to end up. It is not relevant for all companies or even for all sectors overall to be at the top right side. We believe that AI transformation cannot be approached as either technologydriven or managerial-driven, but as an e interdependent process of both dimensions.

  • 14.
    Engström, Annika
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Johansson, Anette
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Sollander, Kristina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Barry, Daved
    Clarkson Univ, Potsdam, NY USA..
    Knowledge creation in projects: an interactive research approach for deeper business insight2023In: International Journal of Managing Projects in Business, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 16, no 1, p. 22-44Article in journal (Refereed)
    Abstract [en]

    Purpose The purpose of this paper is to shed light on different types of knowledge created and how this links to the project design, process, and content. Design/methodology/approach In this paper the authors investigate participants' experiences from a three-year interactive research project, designed to trigger reflection among the participants. They apply a knowledge creation perspective on experiences expressed by participants as a result of different research project activities. Findings The study resulted in five categories of insights with potential for sustainable influence on the participating organizations: an understanding of concepts and theories; an understanding of the impacts of collaborative, reflective work processes; an understanding of the meaning of one's own organizational context; an understanding of the importance of increased organizational self-awareness; and an understanding of the potential for human interaction and communication. Practical implications The author's findings suggest that it is possible to design a project to promote more profound and sustainable effects on a business beyond the explicit purpose of the project. They advise practitioners to make room for iterative reflection; be mindful to create a trustful and open environment in the team; challenge results with opposing views and theories; and make room for sharing experiences and giving feedback. Originality/value This study contributes to unraveling key practices which can nurture conditions for knowledge creation in interactive research projects and business projects alike.

  • 15.
    Engström, Annika
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Mohlin, Alice
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Pittino, Daniel
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Centre for Family Entrepreneurship and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Centre for Entrepreneurship and Spatial Economics (CEnSE).
    Johansson, Anette
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Understanding Organizational Tensions During Artificial Intelligence Transformation2022Conference paper (Refereed)
  • 16.
    Engström, Annika
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Mohlin, Alice
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Pittino, Daniel
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Centre for Family Entrepreneurship and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Centre for Entrepreneurship and Spatial Economics (CEnSE).
    Johansson, Anette
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Understanding Organizational Tensions During Artificial Intelligence Transformation2022In: Proceedings of The Annual Meeting of The Academy of Management, 2022, Vol. 2022, No. 1, Academy of Management , 2022, Vol. Vol. 2022, no 1, p. 12745-Conference paper (Refereed)
    Abstract [en]

    AI has the potential to be a disruptive technology causing paradigm shifts in industries and greatly impacting both operational and strategic decision making. Adopting AI technologies requires proactively engaging both the technical and social system of the organization as processes, workflows, as well as individual employees, are influenced. This paper explores potential tensions between the social and technical systems in the early change process of AI transformation to understand the nature and degree of AI transformation. We do this by analyzing in-depth inquiry from 23 focus groups involving 112 white-collar industrial employees in large multinational industrial firms using a change management perspective. Our study revealed nine categories of tensions divided into tensions between the current and future state and tensions between humans and machines. This stresses the need to adopt a socio-technical perspective in the attempt to understand organizations approaching AI and provides practical implications for organizations considering adopting AI technologies.

  • 17.
    Engström, Annika
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Pittino, Daniel
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Centre for Family Entrepreneurship and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Centre for Entrepreneurship and Spatial Economics (CEnSE).
    Johansson, Anette
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Mohlin, Alice
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    How AI Transformation triggers new perspectives in organizational learning2022Conference paper (Refereed)
  • 18.
    Jagstedt, Siri
    et al.
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    Edh Mirzaei, Nina
    Chalmers University of Technology, Department of Technology Management and Economics, Operations Management.
    The missing link between local and global best practices within manufacturing2015In: 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 (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.

  • 19.
    Sollander, Kristina
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Contextualising ambidexterity in small and medium-sized manufacturing enterprises2018Conference paper (Refereed)
  • 20.
    Sollander, Kristina
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Edh Mirzaei, Nina
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Engström, Annika
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Unplanned managerial work: Crucial support for knowledge creation in manufacturing SMEsManuscript (preprint) (Other academic)
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