Production activities of companies significantly impact society and environment. It is high time to re-think many of industry’s practices and to change manufacturing processes in a way that allow the company to increase its competitiveness, while at the same time help to achieve sustainable growth. The sustainable production is a concept that is able to strengthen such transformation. The aim of this paper is to present empirical evidence of implementation of the sustainable production practices in the selected company from metal industry. The principles of the Lowell Center for Sustainable Production (LCSP) are used as a model to assess the main aspects of sustainable production in practices of the company. Empirical evidence shows that in each of the analysed issue some practices have been implemented, however there were identified some deficit areas. Therefore, at the end of the paper the improvements actions were proposed that could be implemented in the analysed company as part of the sustainable management programme.
Companies are increasingly implementing sustainable solutions as they face a growing sustainability demands from different stakeholders. The question is whether car manufacturers adhered to sustainable production principles and at what level they are doing it in practice. The Lowell Center for Sustainable Production (LCSP) is used as a model to analyse the main aspects of sustainable production and assess the companies in the automotive sector in European Union. The data was collected from the Corporate Social Responsibility/ Sustainability reports of the individual car manufacturers found in the online data base of Global Reporting Initiative. Empirical evidence shows the adherence of these companies to the LCSP sustainable production principles. All the studied companies seem to be conscious of the significance of sustainability for the automotive industry. Although most of the sustainable production practices are focused on the environmental dimension of sustainability, employee and social aspects are not ignored in the reports.
Alongside other disciplines in social sciences, management researchers use mixed methods research more and more in conduct of their scientific investigations. Mixed methods approach can also be used in the field of production engineering. In comparison with traditional quantitative and qualitative research methods, reasons behind increasing popularity of mixed research method in management science can be traced in different factors. First of all, any particular discipline in management can be theoretically related to it. Second is that concurrent approach of mixed research method to inductive and deductive research logic provides researchers with opportunity to generate theory and test hypothesis in one study simultaneously. In addition, it provides a better justification for chosen method of investigation and higher validity for obtained answers to research questions. Despite increasing popularity of mixed research methods among management scholars, there is still need for a comprehensive approach to research design typology and process in mixed research method from the perspective of management science. The authors in this paper try to explain fundamental principles of mixed research method, its typology and different steps in its design process.
Transferring inventions of academic scientists to private enterprises for the purpose of commercialization is long known as University-Industry (firm) Technology Transfer While the importance of this phenomenon is simultaneously raising in public and private sector, only a part of patented academic inventions succeed in passing the process of commercialization. Despite the fact that formal Technology Transfer process and licencing of patented innovations to third party is the main legal tool for safeguarding rights of academic inventors in commercialization of their inventions, it is not sufficient for transmitting tacit knowledge which is necessary in exploitation of transferred technology. Existence of reciprocal and complementary relations between formal and informal technology transfer process has resulted in formation of different models for university-industry organizational collaboration or even integration where licensee firms keep contact with academic inventors after gaining legal right for commercialization of their patented invention. Current paper argues that despite necessity for patents to legally pass the right of commercialization of an invention, they are not sufficient for complete knowledge transmission in the process of technology transfer. Lack of efficiency of formal mechanism to end the Technology Transfer loop makes an opportunity to create innovative interpersonal and organizational connections among patentee and licensee company. With emphasize on need for further elaboration of informal mechanisms as critical and underappreciated aspect of technology transfer process, article will try to answer the questions of how to optimize knowledge transmission process in the framework of University-Industry Technology Transfer Projects? What is the theoretical basis for university-industry technology transfer process? What are organization collaborative models which can enhance overall performance by improving transmission of knowledge in University- Firm Technology Transfer process?