摘要
本文探讨了大规模定制的概念，分析了其优势和劣势，指出其作为一项管理战略有效实施的途径，并分析了其在在华跨国公司生产中的应用。研究目的是通过一个案例中的行为研究分析大规模定制的竞争优势。研究中将跨国公司大规模定制的竞争优势界定为用大规模生产系统的效率来满足个性化的需求和定制产品。
大批量生产通过规模经济实现低成本，而企业通过实施大规模定制，削减零部件成本、半成品和库存成本。大规模定制系统需要一系列的外部和内部因素的配合才能成为有效的竞争战略。在日益国际化的今天，企业需要战略更新与技术创新。
在华跨国公司大规模定制包括了公司为客户的定制服务，跨企业的定制以及跨国的定制三个层面。
客户定制服务：是通过将客户需求纳入企业生产制造过程的一种集成化与协同的过程。为了实现定制化服务，企业必须了解客户的性别、习惯、收入、购买行为等。在了解顾客的个性化需求的基础上，通过定制化生产来满足其需求。
跨企业定制。主要是在保持大规模生产的效率以及高质量、低成本、快速响应的优势的基础上为特定顾客群提供定制化的产品和服务。
跨国定制。一国在遵循国家商标法等一系列法律法规的基础上通过大规模定制生产方式为他国提供满足其需要的产品和服务。国际化企业日益面临着为不同国家不同客户提供定制化产品和服务的问题，这为跨国企业提供了充分发挥大规模定制优势的机会和发展空间。
本文将定性与定量方法相结合，研究样本涵盖了武汉市及其它中国大城市的企业。根据武汉市行政划分分别对汉口、汉阳和武昌三个部分进行调查。调查采用问卷调查的方式，调查对象涵盖了不同行业、不同规模的企业。
研究结论为在华跨国公司开展大规模定制业务提供了参考。
This paper explored the concept of mass customization i.e. explained why it is not anoxymoron but a reality and has come to stay. In addition it also looked at the advantagesand disadvantages of Mass Customization; discussed how it may be effectivelyimplemented as a strategy in management, and analyzed its applications to production inChinese Multinational Companies. The main purpose of this study was to investigate thecompetitive advantages of mass customization using an action research resulting in a casestudy. For this study the competitive advantages of mass customization in multinationalcompanies (MNCs) are defined generally as the key factor that has enabled businesses insome industries to access and analyze individual customer needs and tailor products indirect response to these needs with the efficiencies of a mass production system.
In mass production cost economies are typically generated through economies ofscale, while mass customization typically generates cost economies by massproducing common modular components that are shared in multiple products throughthe use of which a firm can cut the costs of parts, reduce production costs the semi-finished products by mass producing, and reduce inventory levels for both componentpart and semi-completed products awaiting further customizing based on orders.Postponement of product differentiation also significantly lowers the costs of holdingfinished goods inventories. Finished goods are produced only when a customer ordersa specific product.
The success of mass customization systems depended on a series of external andinternal factors justified it use as a competitive strategy and supported it systemsdevelopment. In other words, being the first to develop a mass customization systemcan provide substantial advantage over competitors.
Innovations in strategy and new technology are transforming supply possibilities are atthe heart of today's rapid internationalization. Competitive advantage is not just a function of how well a company plays by the existing rules of the game. More important,it depends on the firm's ability to radically change those rules.
Mass customization in multinational companies in China can be innovate in company tocustomer customization, company to company customization, and country to countrycustomization.
Company to customer customization is an intensive integration and collaboration with thecustomer in all process of manufacturing and production using information about thecustomer profile. For that company have to know its customers, gender, habits, activities,income, shopping, when they are online, of line, medium of information. Knowing thoseenables companies to invest in developing and maintaining its products, create commonstrategy for diverse products that meet customers' needs and requirements.
Company to company customization aims to provide customized products and servicesfor niche groups of customers on a mass scale without loosing the mass productionbenefits efficiency and productivity, high quality, low cost, and rapid response. In thiscontext customization should focus on the most valuable technologically, operationallyand economically feasible.
Country to country customization is producing/manufacturing mass customized servicesand goods successfully implemented in one country that meet the needs, requirements ofanother country based on national trademark law, regulations, practices, forms, fees,institutions, trademarks agents, other trademarks services, case law providers, courtdecisions, and the specific administrative procedures available with the same success.International enterprises are more and more confronted with the fact that they have tooffer goods and services in different countries in order to care for customer loyalty. Thisis an opportunity, and a necessity for the host country (country provider) and thecompany to develop new services which support the customer's business processes(country customer).
The data analysis consisted of a quantitative and qualitative analysis. The purpose ofhaving two analysis methods was to eliminate the limitations in each method and torefine the basic model used in the research. The sampling framework comprised some bigcompanies and other firms in Wuhan City (Hubei province) and other provincial bigcities in China. Most of the companies and firms in the area taken into consideration, dueto availability of information from the city are as a sample to represent the population.Variety was considered important in the survey rather than random sampling. The samplewas drawn from firms in Hankou, Hanyang and Wuchang, since Wuhan is divided intothree parts; the sampling followed the same pattern. The firms range from small, medium,to large enterprises with different kind of businesses and services. The main survey wasimplemented using the questionnaire modified from the pilot survey.
Competitive advantage is not just a function of how well a company plays by changingthe existing rules of the game. Knowing those enables companies to invest in developingand maintaining its products, create common strategy for diverse products that meetcustomers'needs and requirements. Straightforward company should understand theirtarget customers needs and wants.
Accordingly study results insights for managerial implications in mass customization inmultinational companies (MNCs) in China.
引文
[1] A.C. Boynton, B. Victar, B.J. Pine, New competitive strategies: Challenges to organization and information technology, IBM systems Journal, Vol. 32, 1993.
[2] A. K. Sethi and S. P. Sethi, "Flexibility in Manufacturing: A Survey," International Journal of Flexible Manufacturing Systems 2, No. 4, 289-328 (1990).
[3] Adler, N.J. & Bartholomew, S. 1992. Managing globally competent people. Academy of Management Executive, 6(3): 52-65.
[4] Ahlstrom, Bruton & Lui, (2000). Navigating China's changing economy: Strategies for
[5] Ahlstrom, P. & Westbrook, R. 1999. Implications of mass customization for operations management. International Journal of Operations and Production Management, 3: 262-274.
[6] Antorini, Y.M. (2004). Building brand community - the case of AFOL: Adult Fans Of LEGO. Proceedings of the Workshop Gaining advantage from organizing and accessing user communities, Center for Knowledge Governance, Copenhagen Business School. approach. In Hood, N., & Vahlne, J. E. (Eds.), Strategies in global competition. London:
[7] B. Victor, A. Boynton, Invented here, maximizing your organization's internal growth and profitability: a practical guide to transforming work, Harvard Business School Press, Boston, MA, 1998.
[8] B.J. Pine Ⅱ, B. Victor, and A.C. Boynton. Making Mass Customization Work, Harvard Business Review, Sep./Oct. 1993.
[9] Bacharach, S. B. and Lawler, E. J. (1981) 'Bargaining: Power, tactics and outcomes', Jossey-Bass, London.
[12] Baldwin, Carliss Y. and Kim B. Clark (2000). Design Rules. Volume 1: The Power of Modularity. Cambridge, Massachusetts, MIT Press.
[13] Bartlett, C. A. & Ghoshal, S. 1989. Managing across borders: the transnational solution.
[14] BENJAAFAR, S., 1994, Models for Performance Evaluation of Flexibility in Manufacturing Systems, International Journal of Production Research, 32, 6, 1383-1402.
[15] BENJAAFAR, S., TALAVAGE, J. J. and R. Ramakdshnan, 1995, The Effect of Routing and Machine Flexibility on Performance of Manufacturing Systems, International Journal of Computer Integrated Manufacturing, 8, 4, 265-276. Berkeley, CA
[16] Berman, B. 2002. Should your firm adopt a mass customization strategy? Business Horizons, 45(4): 51-60.
[17] Berry & Parasuraman, 1991 Parasuraman, Berry and Zeithaml, "Understanding Customer Expectations of Service," Sloan Management Review, Spring 1991, pp. 39-48.
[18] Bhatt, G. D. & Emdad, A. F. 2001. An analysis of the virtual value chain in electronic commerce. Logistics Information Management, 14: 78-84.
[18] Blomstrom, M. and Lipsey, R. (1993) 'The competitiveness of countries and their multinational firms', in Eden, L. and Potter, E. H. (eds) "Multinationals in the global political economy', (?)St. Martin's Press, New York.
[20] Brown, S. 2000. Manufacturing the future—Strategic resonance for enlightened Manufacturing. London: Financial Times.
[21] BROWNE, J., DUBOIS, D. RATHMILL, K., SETHI, S. P., and STECKE, K. E., 1984, Classification of Flexible Manufacturing Systems, The FMS Magazine, April, 114-117.
[22] Business Week. (1997). "Can China Reform Its Economy?" September 29:116-123
[23] C. J. F. and Chen, Y. (2003) 'Globalization: Public relations in China in an era of change', in Sriramesh, K. (ed.) "Public relations in Asia', in press.
[24] Campbell, N. and Adlington, P. (1988) "China business strategies: A survey of foreign business activities in the PR-C', Pergamon Press, Oxford, UK.
[25] CARTER, M. F., 1986, Designing Flexibility into Automated Manufacturing systems, Proceedings of the Second ORSA/TIMS Conference on Flexible Manufacturing Systems, Ann Arbor, Steeke, K. E. and Suri, R. (Eds.), Elsevier, Amsterdam, The Netherlands, 107-118.
[26] Charles H. Fine, Robert M. Freund. Optimal Investment in Product-Flexible Manufacturing Capacity. Management Science, Vol. 36, No. 4 (Apr., 1990), pp. 449-466
[27] Charles R. Sox, L. Joseph Thomas, John O. MeClaln: Coordinating Production and Inventory to Improve Service: Management Science, Vol. 43, No. 9 (Sep., 1997), pp. 1189-1197
[28] Chen, Jiyong (1995). "Recent Chinese Economic Development and Sino-US Economic Relations," a seminar given on April 7, 1995 at The University of Memphis.
[29] Chen, N. (1996) 'Public relations in China: The introduction and development of an occupational field', in Culberton, H. and Chen, N. (eds) 'International public relations: A comparative analysis', Lawrence Erlbaum Associates Mahwah, NJ, pp. 121-154.
[30] Chen, Z. S., Wu, Z. and Xie, S. Q. (2000) 'The extent of marketization of economic systems in China', Nova Science, Huntington, NY.
[30] Child, J. 1994. Management in China During the Age of Reform. Cambridge University Press, Cambridge, U.K.
[31] China Production to Outstrip Western Europe by 2005, Electronic News, June 9, 2003, Vol. 49, Issue 23, p. 1.
[32] China's spectacular economic growth can be shown by the following events. The size of China's economy has grown more than tenfold since the late 1970s. From 1978 to 1997, China's GDP grew at an average annual rate of 9.8 per cent, dwarfing literally all other countries with GDP growth in the same period. China increased its per capita income fourfold from 1978 to 1987 while it took Britain about 58 years (1780-1838); 34 years for Japan (1885-1919); and 11 years for South Korea (1966-77) to reach the same economic growth. Currently, China is practising a socialist market economy. Followed by China's accession to the WTO and other international organisations, China's economic system continues moving toward a market economy. See China Statistical Yearbook (1999); World Bank, (1998/99) 'World development report: Knowledge for development', on http://ww.worldbank.org/wdr/wdr98/content s.htm, Retrieved 12th December, 2002; Wong, J. (1999) 'China's dynamic economic growth in the east Asian Context', in Wang, G. and Wong, J. (eds) 'China: Two decades of reform and change', Singapore University Press, Singapore, pp. 101-124.
[33] Collins, R. S. & Schmenner, R. 1993. Achieving rigid flexibility: factory focus for the 1990s. European Management Journal, 11(4): 443-447.
[34] Collins, R. S., Cordon, C., & Julien, D. 1998. An empirical test of the rigid flexibility m del. Journal of Operations Management, 16:133-146.
[35] Covering FDI policy and industrial structures refer to the convergence of foreign direct investment (FDI) policies and industrial structures among nations to promote FDI and attract MNCs. Covering FDI policy and industrial structures are a result of positive government attitudes toward MNCs that were shaped by changes in the international political economy. The debt crisis in the 1970s and 1980s dried up bank loans in developing countries and made them turn to inward FDI as a source of new funds. The intensive competition among countries with similar structures, resources and capabilities forces developed countries striving to attract MNCs to enhance national competitiveness. The change nature of government intervention refers to the shift of government's function from protectionism to encouraging firms (domestic and foreign) to operate their value-adding activities in its territory. Nicolaides argued that this shift is caused by globalization of production and interdependences among crossborder MNCs. See Loewendahl (2001) op. cit., p. 101; Dunning, J. H. (1993) 'The political economy of international production', in Moran, T. H. (ed.) 'Governmentsand transnational corporations, United Nations Library on transnational corporations, Vol. 7, Routledge, London, p. 320; Wells, Jr. L. T. (1998) 'Mutinational and the developing countries', Journal of International Business Studies, Vol. 29, No. 1, pp. 101-114.
[36] Coviello, N. E., & Kristina, M. (1999). Internationalization of service SMEs: an integrated
[37] Cowling, K. (1990) 'A new industrial strategy: Preparing Europe for the turn of the century', International Journal of Industrial Organization, Vol. 8, pp. 165-183.
[38] D. Gupta and J. Buzacott, "A Framework for Understanding Flexibility of Manufacturing Systems," Journal of Manufacturing Systems 8, No. 2, 89-97 (1989).
[39] D. Peppers, M. Rogers (1997), The one to one future, Currency/Doubleday, New.
[40] Da Silveira, G. and N. Slack (2001). "Exploring the Trade-Off Concept." International Journal of Operations & Production Management 21(7): 949-964.
[41] Davis, S. 1987. Future perfect. Reading, M.A.: Addison-Wesley Publishing.
[42] De Keijzer, A. J. (1992), China: business strategies for the 90s. Pacific View Press,
[43] Dertouzos, M.L. et. Al. (1989). Made in America: Regaining the Productive Edge, MIT Press, and Cambridge, MA.
[44] Dignan, L. (2002). "Is Dell hitting the efficiency wall?" MSNBC News. Com., July 29, pp. 1-5.
[45] Dollinger, MJ. (1985). Environmental contacts and financial performances of the small
[46] Duray, R. 2002. Mass customization origins: mass or custom manufacturing? International 23 Journal of Operations and Production Management, 22(3): 314-328.
[47] Duray, R. and Milligan, G. W., Improving customer satisfaction through mass customization., Quality Progress Vol. 32 Issue 8, Aug99, p60-66.
[48] Duray, R., Ward, P. T., Milligan, G. W., & Berry, W. L. 2000. Approaches to mass ustomisation: cortfigurations and empirical validation. Journal of Operations Management, 18: 605-625.
[49] Eastwood, M. A. 1996. Implementing mass customization. Computers in Industry, 30: 171- 174.
[50] Edward Feitzinger and Hau L. Lee, the Power of Postponement, Harvard Business Review, January-February, 1997, 116-121
[51] Edwards, T. (1998). Multinationals, labour management and the process of reverse diffusion: A case study. International Journal of Human Resource Management, 9(4), 696-709.
[52] Edwards, T., & Ferner, A. (2000). Multinationals, reverse diffusion and national business systems. International Conferences, Wayne State University, Detroit, Michigan, USA.
[53] Eppinger, Steven D., Daniel E. Whitney, Robert P. Smith and David A. Gebala (1994). "A Model-Based Method for Organizing Tasks in Product Development." Research in Engineering Design(6): 1-13. Ethics, 15, 749-758.
[54] Ettlie, J.E., 1988. Taking Charge of Manufacturing, Jossey-Bass, San Franeise
[55] Eynan, A., M. J. Rosenblatt. 1997. An analysis of purchasing costs as the number of products' components is reduced. Production Oper. Management 6(4) 388-397. [115]
[56] F. Piller, R. Reichwald, "Mass Customization", in: "Strategic Production Networks" (Z. Li, F. Possel-Doelken, Tsinghua), University Press, 2000, p 345-379 (Chapter 7). http://www.mass-eustomization.de
[57] FALKNER, C. H., 1986, Flexibility in Manufacturing Plants, Proceedings of the Second ORSA/TIMS Conference on Flexible Manufacturing Systems, Ann Arbor, Steeke, K. E. and Suri, R. (Eds.), Elsevier, Amsterdam, The Netherlands, 95-106.
[58]
[59] Ferdows, K. & DeMeyer, A. 1990. Lasting improvements in manufacturing performance. Journal of Operations Management, 9:168-184.
[60] Ferner, A. (1997). Country of origin effects and HRM in multinational companies. Human Resource Management Journal, 7(1), 19-37.
[61] Filippini, R., Forza, C., & Vinelli, A. 1998. Trade-off and compatibility between performances: definitions and empirical evidence. International Journal of Production Research, 36(12): 3379-3406.
[62] Fine, C., H. & Hax, A. C. 1985. Manufacturing strategy: A methodology and an illustration. Interfaces, 15(6): 28-46.
[63] Firat, A. F. & Schultz II, C, J. 1997. From segmentation to fragmentation: markets and marketing strategy in the postmodern era. European Journal of Marketing, 1(3/4): 183-207.
[64] Firat, A.F. and Shultz, C.J. (1997), "From segmentation to fragmentation, markets and marketing strategy in the postmodern era", European Journal of Marketing, Vol. 34 Nos 3/4, pp. 183-207.
[65 Flynn, B. B., Schroeder, R. G., & Flynn, E. J. 1999. World class manufacturing: an investigation of Hayes and Wheelwright's foundation. Journal of Operations Management, 17: 249-269.
[66] Ford, D. (1984). Buyer seller relationships in international industrial markets, 13, 101-
[67] Forgarty, D. W., Blackstone, J. H. and Hoffman, T, H. 1991. Production and Inventory Management. South-Western Publishing Co: Cincinnati, OH
[68] Fralix, M. 2001. From mass production to mass ustomization. Journal of Textile and Apparel, Technology and Management, 1(2): 1-7.
[69] Franke, N. & Schreier, M. (2002). Entrepreneurial opportunities with toolkits for user innovation and design. International Journal on Media Management. 4 (4), 225-234.
[70] Franke, N., & Piller, F. (2003). Key research issues in user interaction with user toolkits in a mass customization system. International Journal of Technology Management, 26 (5/6), 578-599.
[71] Franke, N., & Piller, F. (2004). Toolkits for user innovation and design: an exploration of user interaction and value creation. Journal of Product Innovation Management, 21 (6), 401-415.
[72] Franke, N., & Shah, S. (2003). How communities support innovative activities: an exploration of assistance and sharing among end-users. Research Policy, 32 (1), 157-178.
[73] GERWIN, D., 1989, Manufacturing Flexibility in the CAM Era, Business Horizon, Jan./Feb., 78-84.
[74] GERWIN, D., 1993, Manufacturing Flexibility: A Strategic Perspective, Management science, 39,4,395-406.
[75] Gilmore J, Pine J, The four faces of mass customization, Harvard Business Review 75 (1), 1997, pp.91-101.
[76] Gilmore J, Pine J, The four faces of mass customization, Harvard Business Review 75 (1), 1997, pp.91-101.
[77] Gilmour, J. H. and Pine, B.J. (1997), "The four faces of mass customization," Harvard Business Review, January-February, pp. 91-101.
[78] Graman, G. A., M. J. Magazine. 1998. An analysis of packaging postponement. Proc. 1998 MSOM Conf. School of Business Administration, University of Washington, Seattle, WA, June 29-30, 67-72.
[79] Guest, D., College, B., & Hoque, K. (1996). National ownership and HR practices in UK greenfield sites. Human Resource Management Journal, 6(4), 51-71.
[80] Gupta and Buzaeott, "A Framework for Understanding Flexibility of Manufacturing Systems," Journal of Manufacturing Systems 8, No. 2, 89-97 (1989).
[81] Haeckel, S. H. & Nolan, R.L. (1993). The role of technology in an information age: transforming symbols into action. In The knowledge economy: The nature of information in the 21st century (pp. 1-24). Queenstown, MD: The Aspen Institute.
[82] Hal, William E. 2000. The top 10 emergingtechnologies Futurist (July- August). 1-10.
[83] Halal, William E. 2000. The top 10 emerging technologies. Futirist (July-August): 1-10.
[87] Hart and Taylor (1996). Made to Order. Marketing Management summer 1996, Vol. 5, No. 2, pp. 10- 23
[84] Hart, C. 1995. Mass customization: Conceptual underpinnings, opportunities and limits. 24 International Journal of Service Industry Management, 6(2): 36-45.
[85] Hayes, R. H. & Wheelwright, S. 1979. Link manufacturing process and product life cycles. Harvard Business Review, 57(1): 133-140.
[86] Hayes, R. H. & Wheelwright, S. 1984. Restoring our competitive edge: Competing through manufacturing. New York: Wiley.
[87] Hayes, R.H., Pisano, G.P., 1994. Beyond World Class: The New Manufacturing Strategy. Harvard Business Review, January-February, 77-85.
[88] HILLIER, M. S. (1998), Using Commonality as Backup Safety Stock, Working Paper, University of Washington, Seattle, WA.
[89] Howard, Kevin A. Postponement of Packaging and Product Differentiation Lowers Logistics Costs. Globalization of Technology, Manufacturing, and Service Operations. In: Chakravarty, Amiya K. (ed.) Proceedings of Symposium, January 7-8, Goldring Institute, A.B. Freeman School of Business, Tulane University, New Orleans, LA 70118.
[90] Hung, C. J. F. (2002) "The interplay of relationship types, relationship cultivation, and relationship outcomes: How multinational and Taiwanese companies practice public relations and organization—public relationship management in China', unpublished doctoral dissertation, University of Maryland, College Park.
[91] Ishida, T. (1998). Community Computing, John Wiley and Sons.
[92] J. A. Buzacott, "The Fundamental Principles of Flexibility in Manufacturing Systems," Proceedings of the First International Conference on Flexible Manufacturing Systems, North Holland, Amsterdam (1982), pp. 13-22.
[92] J. J. Bartholdi and D. D. Eisentein, "A Production Line that Balances Itself," Operations Research 44, No. 1,21-34 (1996).
[93] Jeppesen, L. B., & Molin, M. (2003). Consumers as co-developers: Learning and innovation ouside the firm. Technology Analysis and Strategic Management, 15 (3), 363-383.
[94] Johanson, J., & Mattsson, L. (1988). Internationalization in industrial systems-a network
[95] Julius, D. (1990) 'Global companies and public policy: The growing challenge of FDf, Pinter Publishers, London.
[96] Kao J. (1993). The worldwide web of Chinese business. Harvard Business Review. 71(21.
[97] Kara, A. & Kaynak, E. 1997. Markets of a single customer: exploiting conceptual developments in market segmentation. European Journal of Marketing, 31(11/12): 873-895.
[98] Keim, G. D. and Baysinger, B. D. (1993) 'Efficacy of business political activity: Competitive considerations in a principal-agent context', in Mitnick, B. M. (ed.) 'Corporate political agency: The construction of competition in public affairs', Sage, Newbury Park, CA, pp. 125-147.
[99] Khalid, H., & Helander, M. (2003). Web-based do-it-yourself product design. In M. Tseng & F. Piller (Eds): The Customer Centric Enterprise. New York/Berlin: Springer, 247-265.
[100] Kotha, S. 1995. Mass customization: Implementing the emerging paradigm for competitive advantage. Strategic Management Journal, 16:21-42.
[101] Kotha, S. 1996. From mass production to mass customization: The case of the National Industrial Bicycle Company of Japan. European Management Journal, 14: 442-450.
[102] Kotler, P. 1989. From mass marketing to mass customization. Planning Review, 17(5): 10-13.
[103] Lampel, J., H. Mintzberg. 1996. Customizing customization. Sloan Management Review 38(1)21-32.
[109] Lau, S. R. M. 1995. Mass customization: The next industrial revolution. Industrial Management, 37(5): 18-19.
[104] Lee, S. C. H., Barua, A., & Whinston, A. B. 2000. The complementarily of mass customization and electronic commerce. Economics of Innovation & New Technology, 9: 81-109.
[105] Leung, T.K.P., Wong, Y. H., & Wong, S. (1996). A study of Hong Kong businessmen's
[106] Levine, B. (2002). "Made in China," Electronic News, Vol. 48, Issue 22, p. 2.
[107] Loewendahl,, H. B. (2001) 'Bargaining with multinationals: The investment of Siemens and Nissan in North-East England', Palgrave, New York.
[108] Luo, Y. (2000) "Multinational corporations in China: Benefiting from structural transformation', Copenhagen Business School Press, Copenhagen, Denmark.
[109] Luo, Y., & Chen, M. (1997). Does guanxi influence firm performance. Asia Pacific
[110] Luthje, C. (2003). Characteristics of innovating users in a consumer goods field. Technovation, 23,245-267.
[111] M. P. Oyen, E. G. Senturk-Gel, and W. J. Hopp, Performance Opportunity for Workforee Agility in Collaborative and NonCollaborative Work Systems, Working paper (1998).
[112] Mchunu, C. Alwis, A, Efstathiou, J,. 2001, "Manufacturers' Ability to Mass Customise: A System Dynamics Modelling Approach", Proceedings of EUROMA.
[113] Meredith, J., McCutcheon, D., & Hartley, J. 1994. Enhancing competitiveness through the 25 new market value equation. International Journal of Operations and Production Management, 14(11): 7-22.
[114] Meyer, Mare H. and Alvin P. Lehnerd (1997). The Power of Product Platforms. New York, The Free Press.
[115] Mintzberg, Henry. 1973. The Nature of Managerial Work. New York: Harper & Mitnick, B. M. (1993) "Strategic behavior and the creation of agent', in Mitnick, B. M. (ed.) 'Corporate political agency: The construction of competition in public affairs', Sage, Newbury Park, CA, pp. 90-124.
[116] MOFCOM (2003) "2002 statistics on FDI in China', on http://www.fdi.gov.cn/common/info/
[117] MOFTEC (2002) 'The statistics about utilization of foreign capital in 2002 (1-9) of China', on http://moffec.gov.cn/tanle/wztj/2002_9.html.
[118] Mueller-Heumann, G. 1992. Market and technology shifts in the 1990s: Market Fragmentation and mass customization. Journal of Marketing Management, 303-314.
[119] Nahrnias, S. (1997) Production and Operations Analysis, 3rd ed., Irwin, Homewood, IL. Syam, S.S. (2000) 'Multiperiod capacity expansion in globally dispersed regions', Decision Sciences, Vol. 31, No. 1, pp.173-196.
[120] Nee, V. (1992). Organizational dynamics of market transition: hybrid forms, property networking in Chinese firms. Strategic Management Journal, 22, 455-477.
[121] New, C. 1992. World class manufacturing versus strategic trade-offs. International Journal of Operations and Production Management, 11: 6-22.
[122] Newcomb, P.J., Bert Bras and David W. Rosen (1998). "Implications of Modularity on Product Design for the Life Cycle." Journal of Mechanical Design 120(3): 483- 491
[123] Park, S. H., & Luo, Y. (2001), Guanxi and organizational dynamics: organizational
[124] Pearson, M. M. (2000) "The case of China's accession to GATT/WTO', in Lampton, D. M. (ed.) "The making of Chinese foreign and security policy in the era of reform', Stanford University Press, Stanford, CA, pp. 337-370.
[131] Peng, M. W. (1997). Firm growth in transitional economies: three longitudinal cases from
[125] Peng, M. W., & Heath, P. S. (1996). The growth of the firm in planned economies in
[126] Peng, M. W., & Luo, Y. (2000). Managerial ties and firm performance in a transition
[127] Penning, JM., Lee K., & Witteloostuijn A. (1998). Human capital, social capital, and firm
[128] Pennings JM., & Lee K. (1999). Social capital of organization: conceptualization, level of perceptions of the role "guanxi" in the People's Republic of China. Journal of Business perspective from the engineering consulting sector. Journal of International Marketing,
[129] Petras, J. (2000) 'China in the context of globalization', Journal of Contemporary Asia, Vol. 30, pp. 108-116.
[130] Piller, F. (2003). Mass Customization, 3rd edition, Wiesbaden: Gabler.
[138] Pine II B J, Gilmore James H., Welcome to the Experience Economy in Harvard Business Review, July-August 1998
[131] Pine, B, Maskell, B, 1998, If mass customisation is the future of manufacturing is your company agile enough to compete, www:kellyallen.com/html/mass-customisation.htm.
[132] Pine, B. J. (1993a). Mass Customization: The New Frontier in Business Competition, Harvard University Press, Cambridge, MA.
[133] Pine, B. Joseph II (1993b): Mass customizing products and services, in: Planning Review, Vol. 21, No. 4, p. 6-13, 55.
[134] Pine II, B. Victor, and A.C. Boynton. Making Mass Customization Work, Harvard Business Review, Sep./Oct. 1993.
[135] Pitt, L., Bertham, P., and Watson, R., Cyberserving: Taming Service Marketing Problems with the World Wide Web. Business Horizons, 42 (1), 1999, pp.11.
[136] Porker, J. L. (1998) 'Modern economic systems and their transformation', St Antony's College. Oxford, England
[137] Porter, M., E. 1980. Competitive Strategy. New York: The Free Press.
[138] Prandelli, E., Verona, G., & Sawhney, M. (2004). Beyond customer integration: the internet as a platform for a multi-channel innovation strategy, Working paper, University Bocconi. 24 private firms. Business Horizons. Greenwich. Jan/Feb.
[139] Punnett, B. J., & Yu, P. (1990). Attitudes toward doing business with the PRC.
[140] Pye, L. W. (1982). Chinese commercial negotiating style. Massachusetts: Gunn & Hain Publishers Inc.
[141] R. L. Daniels and J. B. Mazzola, "Flow Shop Scheduling with Resource Flexibility," Operations Research 42, No. 3, 504-522 (1994).
[142] R. L. Daniels, B. J. Hoopes, and J. B. Mazzola, "Scheduling Parallel Manufacturing Cells with Resource Flexibility," Management Science 42, No. 9, 1260-1276(1996).
[143] R. L. Daniels, J. B. Mazzola, and D. Shi, Flow Shop Scheduling with Partial Resource Flexibility. Working paper. University of Georgia, Athens, GA (2002).
[144] Regional integration (eg the Single Market Program in Europe in 1986 to implement the Single European Market) increases bargaining power of MNCs by not only diminishing host-state government's ability to provide competitive interests to MNCs on the basis of national ownership but also increasing mobility of MNCs to operate in different localities within the same region. See Sadler, D. (1992) "Industrial policy of the European community: Strategic deficits and regional dilemmas', Environment and Planning, Vol. 24, pp. 1711-1730; Guisinger, S. (1985) in "Investment incentives and performance requirements', Praeger, New York.
[145] Rieck, G. (2003): Branding in times of mass customization. Proceedings of the 2003 World Congress on Mass Customization and Personalization, Munich, rights, and mixed economy in China. Administrative Science Quarterly. 37,1-27.
[146] Roth, A. V. & Miller, J. G. 1992. Success factors in manufacturing. Business Horizons, 35(4): 73-81. Row, Publishers. RTAJ,
[147] S. Davis (1987) Future Perfect, Reading: Addison-Wesley.
[148] Sanchez, Ron and Joseph T. Mahoney (1996). "Modularity, Flexibility, and Knowledge Management in Product and Organization Design." Strategic Management Journal 17(Winter Special Issue): 63-76.
[149] Sanderson, Susan and Mustafa Uzumeri (1995). "Managing product families: The case of the Sony Walkman." Research Policy 24(5): 761-782.
[150] Sawhney, M., & Prandelli, E. (2000). Communities of creation: Managing distributed innovation in turbulent markets. California Management Review, 42 (4) 24-54.
[151] Schonberger, R. 1986. World Class Manufacturing. New York: Free Press.
[152] Schubert P. and Ginsburg M. (2000): Virtual Communities of Transaction: The Role of Personalization in Electronic Commerce. In: Electronic Markets Journal, Vol. 10, No. 1.
[153] Schubert, P. (1999). Virtual Communities of Transaction (original title: Virtuelle Transaktionsgemeinschaften im Electronic Commerce), Lohmar: Josef Eul.
[154] Schubert, P. (2000). The participatory electronic product catalog: supporting customer collaboration in ecommerce applications. Electronic Markets Journal, 10 (4), 229-236.
[155] See Dicken, P. (1994) "The Roepke lecture in economic geography global-local tensions: Firms and states in the global space-economy', Economic Geography, Vol. 70, pp. 101-128.
[156] See Eisenhardt, K. M. (1989) "Agency theory: An assessment and review', Academy of Management Review, Vol. 14, pp. 57-74.
[157] Silver and Peterson 1985 Silver, S. A., D. F. Pyke, R. Peterson. 1998. Inventory Management and Production Planning and Scheduling, 3rd ed. John Wiley and Sons, New York.
[158] Skinner, W. 1969. Manufacturing-missing link in corporate strategy. Harvard Business Review, 47(3): 136-145.
[159] Skinner, W. 1974. The focused factory. Harvard Business Review, 52(3): 113-122.
[160] Slack, N. 1991. The manufacturing advantage. London: Mercury Books.
[170] Squire, B., Brown, S., & Cousins, P.D. (2003). Collaborating for customization: a resource based view.
[171] Tao, J. (1988). Cooperative joint venture in China. International Financial Law Review.
[172] Stopford, J. M. and Strange, S. (1991) "Rival states, rival firms: Competition for world market shares', CUP, Cambridge; Loewendahl (2001) op. cit
[173] Strange, S. (1988) "States and markets', Pinter, London.
[175] Strange, S. (1991) "An eclectic approach', in Murphy, C. N. and Tooze, R. (eds) "The new international political economy', Lynne Rienner, Boulder, Colorado, pp. 33-49.
[176] Suliman, O. (1998) "China's transition to a socialist market economy', Quorum Books, Westport, CN.
[177] Tan, T. (2002). "Making it Work," Publishers Weekly, June 24, Vol. 249, Issue 25, pp.23-27.
[178] Tao, J. (1988). Cooperative joint venture in China. International Financial Law Review.
[179]_TAyur S., Ganeshan R., Magazine M., 《 Quantitative Models for Supply Chain Management 》, Kluwer Academic Publishers, Dordrecht, 1999
[180] Thomke, Stefan and Donald Reinertsen (1998). "Agile Product Development: Managing Development Flexibility in Uncertain Environments." California Management Review
[181] Toffler, A. (1980). The Third Wave. New York: Bantam Books.
[183] Ulrich, Karl T. (1995). "The role of product architecture in the manufacturing firm. "Research Policy 24:419-440.
[184] Vickery, S., Droge, C., & Germain, R. 1999. The relationship between product customization and organizational structure. Journal of Operations Management, 17: 377-391.
[185] Wank, D. L. (1996). The institutional process of market clientelism: guanxi and private business in a South China city. The China Quarterly, 147, 820±838.
[186] White, G. P. 1996. A meta-analysis model of manufacturing capabilities. Journal of Operations Management, 14:315-331.
[187] Whitney, D.E. (1993) 'Nippondenso Co. Ltd: a ease study of strategic product design', Research in Engineering Design, Vol. 5, No. 1, pp.1-20.
[188] Wikstrom, S. (1996). Value creation by company-consumer interaction. Journal of Marketing Management, 12(3), 359-374.
[189] Wind, J., & Rangaswamy, A. (2001). Customerization: the next revolution in mass customization. Journal of Interactive Marketing, 15(1), 13-45.
[190] Wong et al (1999) 'China's dynamic economic growth in the east Asian Context', in Wang, G. and Wong, J. (eds) 'China: Two decades of reform and change', Singapore University Press, Singapore, pp. 101-1
[191] World Bank Report — China, Eeonomie Update (04/09/02). Inweb18. world bank.org.
[192] X. De Groote, "The Flexibility of Production Processes: A General Framework," Management Science 40, No. 7, 933-945 (1994).
[193] Xin, K., & Pearee, J. L. (1994), Guanxi: good connections as substitutes for institutional
[194] Xin, K., & Pearce, J. L. (1996), Guanxi: connections as substitutes for formal institutional
[195] Y. P. Gupta and S. Goyal, "Flexibility of Manufacturing Systems: Concepts and Measurements," European Journal of Operations Research 43, No. 2, 119-135 (1989).
[196] Y. P. Gupta and T. M. Somers, "The Measurement of Manufacturing Flexibility," European Journal of Operations Research 60, 166-182 (1992).
[197] Yan, A. and Gray, B., 1994, "Bargaining power, management control, and performance
[198] Yeung, Y., & Tung, R. L. (1996). Achieving business success in Confucian societies: The
[199] Yu, Janet S., Javier P. Gonzalez-Zugasti and Kevin N. Otto (1999). "Product Architecture Definition based upon Customer Demands." Journal of Mechanical Design 121: 329-335.
[200] Zeng, H. (1999) 'Chinese foreign investment laws: Recent development towards a market economy', World Scientific, Singapore.
[201] Zheng, Y. (1999) 'China's incremental political reform: Lessons and experiences', in Wang, G. and Wong, J. (eds) 'China: Two decades of reform and change', Singapore University Press, Singapore, pp. 11-40.
[202] Zipkin, Paul. 2001. The Limits of mass customization. Sloan Management Review 42/(Spring): 81-87