Abstract
This paper describes the empirical experience and results of the case companies in which we have applied change methods based on evolution management. The knowledge creation and accumulation for interaction between the strategy and operational processes have been modeled and the facts that affect the interactions have been studied. The final goal has been to uncover the results which lead to strategic competitiveness.
The original version of this chapter was revised: The copyright line was incorrect. This has been corrected. The Erratum to this chapter is available at DOI: 10.1007/978-0-387-35321-0_72
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© 1997 IFIP International Federation for Information Processing
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Haho, P. (1997). Strategy and operation in dynamic interaction. In: Bititci, U.S., Carrie, A.S. (eds) Strategic Management of the Manufacturing Value Chain. IFIP — The International Federation for Information Processing, vol 2. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-35321-0_13
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DOI: https://doi.org/10.1007/978-0-387-35321-0_13
Publisher Name: Springer, Boston, MA
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