Converting Knowledge into Performance Within Global Production and Logistic Systems

  • Enzo Morosini FrazzonEmail author
  • Bernd Scholz-Reiter
Conference paper


Material and information flows across process, firm and context boundaries have increased the strategic relevance of global production and logistic systems. In this paper, the adaptation to tomorrow’s challenges within these systems is explored by addressing the transformation of context-related knowledge into performance. Which aspects would have to be considered in a contextualisation process so that it supports the international venturing within production and logistics? Suitable prior knowledge leads to better managerial interpretation and thus enhanced awareness to opportunities. An application-oriented process for assembling internal knowledge and expertise in order to enhance the performance of global production and logistic systems is proposed.


Supply Chain Foreign Market Logistic System Global Production Business Plan 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. Arndt L, Müller-Christ G (2005) Robustness in the Context of Autonomous Cooperating Logistic Processes: A Sustainability Perspective. In: Haasis H D, Kopfer H, Schönberger J (eds.) Operations Research Proceedings: Selected Papers of the Annual International Conference of the German Operations Research Society (GOR), Springer, Berlin, 67–72Google Scholar
  2. Barney J (1991) Firm Resources and Sustained Competitive Advantage. Journal of Management 17: 99–120Google Scholar
  3. Beinhocker E D (2006) The origin of wealth evolution complexity and the radical remaking of economics. Harvard Business School Press, BostonGoogle Scholar
  4. Christopher M, Peck H, Towill D (2006) A taxonomy for selecting global supply chain strategies. The International Journal of Logistics Management 17/2: 277–287Google Scholar
  5. Cohen W M, Levinthal D A (1990) Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly 35: 128–152Google Scholar
  6. Denis C, Mc Morrow K, Röger W (2006) Globalisation Trends Issues and Macro Implications for the EU. Economic Paper 254 Directorate–General for Economic and Financial Affairs European Commission, July 2006Google Scholar
  7. Dornier P P, Ernst R, Fender M, Kouvelis P (1998) Global Operations and Logistics Text and Cases. John Wiley & Sons Inc., New YorkGoogle Scholar
  8. Ferdows K (1997) Making the most of foreign factories. Harvard Business Review 75: 73–88Google Scholar
  9. Frazzon E M (2009) Sustainability and Effectiveness in Global Logistic Systems. GITO-Verlag, Berlin. ISBN 978-3-940019-71-4Google Scholar
  10. Freiling J A (2004) Competence–based Theory of the Firm. Management Revue—The International Review of Management Studies 15: 27–52Google Scholar
  11. Gupta A, Govindarajan V, Wang H (2008) The Quest for Global Dominance. Jossey–BassGoogle Scholar
  12. Hamel G (1991) Competition for competence and inter–partner learning within international strategic alliances. Strategic Management Journal 12: 83–103Google Scholar
  13. Harvey M, Novicevic M M (2001) The impact of hypercompetitive “timescapes” on the development of a global mindset. Management Decision 39/6: 448–460Google Scholar
  14. Holden N (2001) Towards redefining cross–cultural management as knowledge management. American Academy of Management Meeting Washington, August 2001Google Scholar
  15. Hülsmann M, Grapp J, Li Y (2006) Strategic Flexibility in Global Supply Chains – Competitive Advantage by Autonomous Cooperation. In: Pawar K S et al. (eds.) Conference Proceedings of 11th International Symposium on Logistics, Loughborough United Kingdom, 494–502Google Scholar
  16. MacCormack A D, Newmann L J I, Rosenfield D B (1994) The new dynamics of global manufacturing site location. Sloan Management Review 35: 69–84Google Scholar
  17. Martinsons M G, Davison R M (2006) Strategic decision making and support systems Comparing American Japanese and Chinese management. Decision Support Systems, doi:101016/jdss200610005Google Scholar
  18. McKinsey (2008) Leading through uncertainty. The McKinsey Quarterly, December 2008Google Scholar
  19. Meixell M J, GargeyaV B (2005) Global supply chain design: A literature review and critique. Transportation Research Part E 41: 531–550Google Scholar
  20. Miller J A (2005) Practical Guide to Performance Measurement. The Journal of Corporate Accounting & Finance, doi:101002/jcaf20121Google Scholar
  21. Mooraj S, Oyon D, Hostettler D (1999) The Balanced Scorecard a Necessary Good or an Unnecessary Evil?. European Management Journal 17: 481–491Google Scholar
  22. O’Grady S, Lane H W (1996) The psychic distance paradox. Journal of International Business Studies, 2nd quarter 1996: 309–333Google Scholar
  23. Popper K (1999) All life if problem solving. Routledge, UKGoogle Scholar
  24. Porter M E (1990) The Competitive Advantage of Nations. The Macmillan Press, LondonGoogle Scholar
  25. Porter M E (1996) What is Strategy? Harvard Business Review 74/6: 18pGoogle Scholar
  26. Schary P B, Skjott-Larsen T (2001) Managing the Global Supply Chain. Copenhagen Business Scholl Press, CopenhagenGoogle Scholar
  27. Scholz-Reiter B, Windt K, Freitag M (2004) Autonomous logistic processes new demands and first approaches. In: L Monostri (Ed.) Proceedings of the 37th CIRP International Seminar on Manufacturing Systems, Budapest, Hungaria 357–362Google Scholar
  28. Senge P (1990) The fifth discipline the art & practice of the learning organisation. Currency Doubleday, New YorkGoogle Scholar
  29. Sterman J D (1989) Misperceptions of feedback in dynamic decision making In Organisational Behaviour and Human Decision Process 43, pp 271–287Google Scholar
  30. Sterman J D (2001) System dynamics modelling tools for learning in a complex world. California Management Review 43: 8–25Google Scholar
  31. Sterman J D (2006) Learning from Evidence in a Complex World. American Journal of Public Health 96: 505–514Google Scholar
  32. Teece D, Pisano G, Shuen M (1997) Dynamic Capabilities and Strategic Management. Strategic Management Journal 18/7: 509–533Google Scholar
  33. Ueda K (2000) Emergent Synthesis. Artificial Intelligence in Engineering 15/4: 319–320Google Scholar
  34. Ueda K, Markus A, Monostori L, Kals H J J (2001) Arai T Emergent Synthesis Methodologies for Manufacturing. Annals of the CIRP 50/2: 535–551Google Scholar
  35. Ueda K, Kito T, Takenaka T (2008) Modelling of value creation based on Emergent Synthesis. CIRP Annals - Manufacturing Technology 57: 473–476Google Scholar
  36. Wall Street Journal (2007) Corporations Need a Global Mindset to Succeed in Today’s Multipolar Business World. The Wall Street Journal, 18th June 2007Google Scholar
  37. Yim N H, Kim S H, Kim H W, Kwahkc K Y (2004) Knowledge based decision making on higher level strategic concerns system dynamics approach. Expert Systems with Applications 27: 143–158Google Scholar
  38. Zahra S A, George G (2002) Absorptive Capacity: A Review Reconceptualization and Extension. Academy of Management Review 27/2: 185–203Google Scholar
  39. Zahra S A, Hayton J C (2007) The effect of international venturing on firm performance: The moderating influence of absorptive capacity. Journal of Business Venturing 23: 195–220Google Scholar

Copyright information

© Springer -Verlag Berlin Heidelberg 2011

Authors and Affiliations

  1. 1.BIBA-Bremer Institut für Produktion und Logistik GmbHBremenGermany
  2. 2.DEPS-Department of Industrial and Systems EngineeringUFSC-Federal University of Santa CatarinaFlorianópolisBrazil

Personalised recommendations