Modelo para la evaluación del rol estratégico actual de una planta y despliegue de un plan para su mejoraEstudio empírico dentro de una red global de operaciones

Referències bibliogràfiques

• ABO, T.(1994), Hybrid factory: The Japanese production system in the United States, Oxford University Press, New York.
• AGRAWAL, V., FARRELL, D. y REMES, J.(2003), Offshoring and beyond, McKinsey Quarterly, 3, 24-35.
• BEECHLER, S. y YANG, J. Z. (1994), The transfer of Japa- nese-style management to American subsidiaries: Contingencies, constraints, and competencies, Journal of International Business Studies, Vol.25, No.3, pp. 467-491.
• CORTI, D., EGAÑA, M.M. y ERRASTI, A. (2009), Challenges for off-shored operations: findings from a comparative multi-case study analysis of Italian and Spanish companies,. Proceedings 16th annual EurOMA Conference, Gothenburg.
• CORTI, D., POZZETTI, A., ZORZINI, M. (2006), Production relocation of Italian companies in Romania: an empirical Analysis, Proceedings of the 13th EurOMA Conference 2006, Vol. 1, pp. 21-30.
• CHAKRAVARTY, A., FERDOWS, K. y SINGHAL, K. (1997), Managing international operations versus internationalizing operations management, Production and Operations Management, Vol. 6, No. 2, pp. 100-101.
• DEFEE, C. C. y STANK, T. P. (2005), Applying the strategy- structure-performance paradigm to the supply chain environment, International Journal of Logistics Management, Vol. 16, No. 1, pp. 28-50.
• DE MEYER, A. y VEREECKE, A. (1996), International operations, in Werner, M. (Eds), International Encyclopedia of Business and Management, Routledge, London.
• DUBOIS, F.L., TOYNE, B. y OLIFF, M.D. (1993), Internatio- nal manufacturing strategies of U.S. multinationals: a conceptual framework based on a four-industry study, Journal of International Business Studies, Q2 24, 2, pp. 307-333.
• FERDOWS, K. (1989), Mapping international factory networks, in K. Ferdows (Ed.), Managing International Manufacturing, Elsevier Science Publishers, New York, pp. 3-21.
• FERDOWS, K. (1997), Making the most of foreign factories, Harvard Business Review, March – April, pp. 73-88.
• FELDMANN, A. y OLHAGER, J. (2009), Plant roles and decision-making in manufacturing networks, Proceedings 16th annual EurOMA Conference, Gothenburg.
• FLAHERTY, T. (1986), Coordinating international manufacturing and technology, in M. Por ter (Eds), Harvard Business School Press.
• FUSCO, J.P. y SPRING, M. (2003), Flexibility vs. robust networks: the case of the Brazilian automotive sector, Integrated manufacturingsystems, Vol. 14, No. 1, pp. 26-35.
• GHEMAWAT, P. (2010), Finding your new strategy in the new landscape, HBR, March.
• GOBBO, J., (2007), Inter-firm network: a methodological approach for operations strategy, Proceedings of the 14th EurOMA Conference 2007, Ankara.
• HARBISON, F. H., y MYERS, C.A. (1989), Management in the industrial world: An international analysis, McGrawHill, New York.
• KINRA, A., A., KOTZAB, H., SKJØTT-LARSEN, T. y BAGCHI P.(2007), Developing a Supply Chain competency index for transition economies – an AHP approach, E Proceedings of the 14th EurOMA Conference 2007 conference, Ankara.
• KONO, T. (1992), Japanese management philosophy: can it be exported?, Strategic Management in Japanese Companies, Pergamon Press, pp. 11-24.
• KOONTZ, H. (1969), A model for analyzing the universality and transferability of management, The Academy of Management Journal, Vol.12, No.4, pp. 415-429.
• KUMON, H., y ABO, T. (2004), The hybrid factory in Europe: The Japanese management and production system transferred, Antony Rowe Ltd., London.
• LEE, H. y SILVERMANN, A. (2008), Renault’s Logan Car : Managing Customs Duties for a Global Product, HBR, Case Study.
• LINSTONE, H.A. y TUROFF, M. (1975), The Delphi Method: Techniques and Applications, London Reading, Mass.: Addison-Wesley.
• MARITAN, C.A., BRUSH, T.H. y KARNANI (2004), A.G., Plant roles and decision autonomy in multinational plant networks, Journal of Operations Management, Vol. 22, No. 5, pp. 489-503.
• MEIJBOOM, B. y VOORDIJK, H. (2003), International operations and location decisions: a firm level approach, Tijdschrift Voor Economische En Sociale Geografie, Vol. 94, No. 4, pp. 463-476.
• NETLAND, T., ALFNES, E. y FAUSKE, H. (2007), How ma- ture is your supply chain? A supply chain maturity assessment test, Proceedings of the 14th EurOMA Conference 2007 conference, Ankara.
• OHNO, T. (1988) The Toyota Production System: Beyond large scale Production. Productivity Press, Portland, Oregon.
• PORTER, M.E. (1985), Competitive Advantage, The Free Press, New York.
• PRASAD, S., BABBAR, S. y MOTWANI, J. (2001), Interna- tional operations strategy: current effor ts and future directions, International Journal of Operations & Production Management, 21(5/6), pp. 645-665.
• RADOVILSKY, Z.D. (1994), Managing operations in the for- mer Soviet Union: current situation and future development, International Journal of Operations & Production Management, 14(2), pp. 43-50.
• RUDBERG, M. (2004), Linking Competitive Priorities and Manufacturing Networks: A Manufacturing Strategy Perspective, International Journal of Manufacturing Technology and Management, Vol.6, Nos.1/2, pp. 55-80.
• SCHMENNER, R.W. (1997), The erosion in European manufacturing, Production and Operations Management, 6 (2), pp. 110-113.
• SHI, Y. y GREGORY, M.J. (1998), International Manufacturing Networks–to develop global competitive capabilities, Journal of Operations Management, Vol. 16, pp. 195- 214.
• SHI, Y. y GREGORY, M.J. (2005), Emergence of global manufacturing vir tual networks and establishment of new manufacturing infrastructure for faster innovation and firm growth», Production Planning & Control, Vol. 16, No. 6, pp. 621-631.
• SINGH SRAI, J. y SHI, Y. (2008), Understanding China’s Manufacturing Value Chain, University of Cambridge, Institute for Manufacturing Publishing, Cambridge.
• SLACK, N. y LEWIS, M. (2002), Operations Strategy. Upper Saddle River, NJ: Prentice Hall, 2nd Edition.
• SWEENEY, M., COUSENS, A. y SZWEJCZEWSKI, M. (2007), International manufacturing networks design A proposed methodology, Proceedings of the 14th EurOMA Conference 2007, Ankara.
• TEECE, D.J., PISANO, G, y SHUEN, A. (1997) Dynamic capabilities and strategic management, Strategic Management Journal (18) 7, pp. 509-533.
• TUROFF, M. y HILTZ, S. (1996), Computer based Delphi Processes, http://eies.njit.edu/~turoff/Papers/delphi3. html
• VEREECKE, A. y VAN DIERDONCK, R (2002),The Strategic Role of the Plant:Testing Ferdow’s Model, International Journal of Operations & Production Management, Vol. 22, n. 5.
• VEREECKE, A., VAN DIERDONCK, R. y DE MEYER (2006), A., A typology of plants in global manufacturing networks, Management Science, Vol. 52, No. 11, pp. 1737- 1750.
• VOKURKA, R.J. y DAVIS, R.A.(2004), Manufacturing strategic facility types, Industrial Management and Data Systems, Vol.104, No.6, pp. 490-504.
• WOMACK, J., JONES, D. y ROOS, D. (1990), The machine that changed the world, Massachusetts Institute of Technology MIT. Macmillan Publishing Company USA.
• WOMACK, J y JONES, D.T. (1996), Lean Thinking. Simon & Schuster, New York.
• WONG, C.Y. y GUBI, E. (2007), Managing operations in an expanding Europe – refinement of transnational theory, Proceedings of the 14th EurOMA Conference 2007, Ankara, pp. 426-435.
• YOKOZAWA, K., DE BRUIJN, E. J. y STEENHUIS, H.-J. (2007), A conceptual model for the international transfer of the Japanese management systems. Proceedings of the 14th EurOMA Conference 2007, Ankara.