Advanced search

Design and management of international plant networks

Author
Organization
Abstract
The international strategy literature provides a framework describing different environments with which multinationals can be confronted. This conceptual framework builds on two dimensions: the pressures for global integration and for local responsiveness. Different international environments require different strategies and organizational structures. In this research, we have focused on the need to adapt the manufacturing strategy and manufacturing organization to the integration/responsiveness pressures. On the basis of case research, we describe the international plant configuration that has been designed in order to respond to these pressures, and we discuss how these international manufacturing networks are managed. Three distinct patterns of manufacturing networks have been identified.

Citation

Please use this url to cite or link to this publication:

Chicago
Vereecke, Ann, and Roland Van Dierdonck. 1998. “Design and Management of International Plant Networks.” In DECISION SCIENCES INSTITUTE 1998 PROCEEDINGS, 1-3:1319–1321. Atlanta, GA, USA: DECISION SCIENCES INSTITUTE.
APA
Vereecke, Ann, & Van Dierdonck, R. (1998). Design and management of international plant networks. DECISION SCIENCES INSTITUTE 1998 PROCEEDINGS (Vol. 1–3, pp. 1319–1321). Presented at the 29th Annual Meeting of the Decision-Sciences-Institute, Atlanta, GA, USA: DECISION SCIENCES INSTITUTE.
Vancouver
1.
Vereecke A, Van Dierdonck R. Design and management of international plant networks. DECISION SCIENCES INSTITUTE 1998 PROCEEDINGS. Atlanta, GA, USA: DECISION SCIENCES INSTITUTE; 1998. p. 1319–21.
MLA
Vereecke, Ann, and Roland Van Dierdonck. “Design and Management of International Plant Networks.” DECISION SCIENCES INSTITUTE 1998 PROCEEDINGS. Vol. 1–3. Atlanta, GA, USA: DECISION SCIENCES INSTITUTE, 1998. 1319–1321. Print.
@inproceedings{400357,
  abstract     = {The international strategy literature provides a framework describing different environments with which multinationals can be confronted. This conceptual framework builds on two dimensions: the pressures for global integration and for local responsiveness. Different international environments require different strategies and organizational structures. In this research, we have focused on the need to adapt the manufacturing strategy and manufacturing organization to the integration/responsiveness pressures. On the basis of case research, we describe the international plant configuration that has been designed in order to respond to these pressures, and we discuss how these international manufacturing networks are managed. Three distinct patterns of manufacturing networks have been identified.},
  author       = {Vereecke, Ann and Van Dierdonck, Roland},
  booktitle    = {DECISION SCIENCES INSTITUTE 1998 PROCEEDINGS},
  isbn         = {0966711807},
  language     = {eng},
  location     = {Las Vegas, NV, USA},
  pages        = {1319--1321},
  publisher    = {DECISION SCIENCES INSTITUTE},
  title        = {Design and management of international plant networks},
  volume       = {1-3},
  year         = {1998},
}

Web of Science
Times cited: