• Tomas BackströmEmail author
  • Anders Fundin
  • Peter E. Johansson
Part of the International Series in Operations Research & Management Science book series (ISOR, volume 255)


It is well known that the development of successful business and production systems are full of conflicting forces; initiatives that seem conducive to one line of work can be a constraint on another line of work. This kind of dilemma is the core subject of the current book, and by applying alternative perspectives to such dilemmas, the book will present ideas on how these could be managed in organizations. Organizations need to manage a number of challenges in terms of dualities in order to create a contemporary production system, which seems to be key to future innovative quality improvements in operations. The challenges and dichotomies that are addressed in this book are all part of four interrelated processes that together constitute key elements of a contemporary production system: The innovation process—creation and implementation of new offerings and solutions, The production process—production and distribution of offerings and solutions, The knowledge creation process—emergence and distribution of knowledge, The value creation process—created customer value based on the offerings and solutions developed.


  1. Adler, P., Benner, M., Brunner, D., MacDuffie, J. P., Osono, E., Staats, B., Takeuchi, H., Tushman, M., & Winter, S. (2009). Perspectives on the productivity dilemma. Journal of Operations Management, 27(2), 99–113.CrossRefGoogle Scholar
  2. American Society for Quality. (2013). The 2013 ASQ Global State of Quality Research. Milwaukee, WI: American Society for Quality.Google Scholar
  3. Eriksson, H., Gremyr, I., Bergquist, B., Garvare, R., Fundin, A., Wiklund, H., Whester, M., & Sörqvist, L. (2016). Exploring quality challenges and the validity of excellence models. International Journal of Operations and Production Management, 36(36), 1201–1221.CrossRefGoogle Scholar
  4. Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48, 94–118.CrossRefGoogle Scholar
  5. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.Google Scholar

Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  • Tomas Backström
    • 1
    Email author
  • Anders Fundin
    • 1
  • Peter E. Johansson
    • 1
  1. 1.School of Innovation, Design and EngineeringMälardalen UniversityEskilstunaSweden

Personalised recommendations