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Combining Master and Apprentice Roles: Potential for Learning in Distributed Manufacturing Networks
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
2010 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 19, no 4, 417-427 p.Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to explore possible effects for learning when a manufacturing plant takes a double role, as being both master plant and apprentice plant, in a globally distributed industrialization process. Industrialization is here understood as the process of preparing new products for volume manufacturing. Two research questions are addressed. The first is what characterizes the dual roles. The second concerns how the dual roles affect knowledge integration and learning processes, and whether this arrangement facilitates learning between master and apprentice. Based on a study of a global telecom equipment company, the paper provides insights into some of the challenges and effects of dynamic switching of roles. By separating the network function from the strategic role of the plant, the study identifies four options for learning. The case adds to the literature on learning in manufacturing networks and to previous research on how distributed processes affect innovation capability.

Place, publisher, year, edition, pages
2010. Vol. 19, no 4, 417-427 p.
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:kth:diva-101032DOI: 10.1111/j.1467-8691.2010.00578.xISI: 000208220700009OAI: oai:DiVA.org:kth-101032DiVA: diva2:547896
Note

QC 20120829

Available from: 2012-08-29 Created: 2012-08-22 Last updated: 2017-12-07Bibliographically approved

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