Anja Schulze, Feintool will weiterwachsen, In: Bieler Tagblatt, p. 3, 9 March 2016. (Newspaper Article)
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Anja Schulze, Gross der Teppich, gross der Gewinn, In: az Aargauer Zeitung, p. 9, 4 March 2016. (Newspaper Article)
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Anja Schulze, Anja Schulze, Anja Schulze comments the trend to more ecofriendly cars in Tagesschau., In: Schweizer Radio und Fernsehen SRF, 5 December 2015. (Media Coverage)
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Anja Schulze, Anja Schulze, Anja Schulze comments the ongoing VW emissions scandal., In: Schweizer Radio und Fernsehen SRF, 4 November 2015. (Media Coverage)
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Anja Schulze, Am Ende ist für die Kunden der Preis entscheidend, In: SonntagsZeitung, p. 9, 27 September 2015. (Newspaper Article)
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Anja Schulze, Zulieferer zeigen sich gelassen, In: St. Galler Tagblatt, p. 9, 25 September 2015. (Newspaper Article)
Je nach Entwicklung des Abgas-Skandals bei Dieselautos könnten dem Volkswagen-Konzern Absatzeinbrüche drohen. Ostschweizer Autozulieferer sind dennoch kaum beunruhigt, dank breiter Kundenbasis und zukunftsfähiger Produkte. |
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Anja Schulze, Le scandale VW affectera aussi l’industrie suisse, In: Le Temps, p. 13, 25 September 2015. (Newspaper Article)
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Anja Schulze, Anja Schulze, Anja Schulze comments the question of consequences of the Volkswagen scandal for the Swiss supplier industry., In: Schweizer Radio und Fernsehen SRF, 24 September 2015. (Media Coverage)
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Anja Schulze, Anja Schulze, Anja Schulze comments the Volkswagen scandal`s impact on Swiss automotive supplier industry., In: Schweizer Radio und Fernsehen SRF, 24 September 2015. (Media Coverage)
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Anja Schulze, Viel Schweizer Qualität unter der Kühlerhaube von Audi, BMW oder VW, In: Aargauer Zeitung, p. 10, 19 September 2015. (Newspaper Article)
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Anja Schulze, Kein Vorwärtskommen ohne Schweizer Zulieferer, In: Blick, p. 10 - 11, 9 September 2015. (Newspaper Article)
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Anja Schulze, et al, Introduction: knowledge generation and innovation diffusion in the global automotive industry--change and stability during turbulent times, Industrial and Corporate Change, Vol. 24 (3), 2015. (Journal Article)
This introduction to this special section establishes the context within which automotive firms cope with turbulence caused by globalization, new governmental regulations, and advances in electronics, communication, and drive train technologies. While exploring change, the papers in the special section also report on stability, e.g. in the central role of Original Equipment Manufacturers in systemintegration and their resulting dominance over product architecture and supply chain dynamics. We apply the lens of change and stability to two stages of the innovation lifecycle: (i) knowledge generation; and (ii) the diffusion of innovations. The papers, organized along these dimensions, help us understand how and why automotive firms are changing their ways of innovating, but also why past patterns of innovative behavior persist. Weclose with an outlook on future research topics to complement this special section. |
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Anja Schulze, Hau den Lieferanten!, In: Tagesanzeiger, p. 10, 6 March 2015. (Newspaper Article)
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Anja Schulze, Interview: Standort Schweiz bleibt stark und stabil: Anja Schulze, Leiterin swiss CAR an der ETH Zürich ordnet die Ergebnisse zur neuen Studie über die Schweizer Automobilzulieferer ein, In: Swissmem Network, 2014/1, p. 9, 1 January 2014. (Newspaper Article)
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Anja Schulze, Gundula Brojerdi, Georg von Krogh, Those who know, do. Those who understand, teach. Disseminative capability and knowledge transfer in the automotive industry, Journal of Product Innovation Management. Special Issue on Innovation in the Global Automotive Industry., Vol. 31 (1), 2014. (Journal Article)
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Anja Schulze, Philipp Schmitt, Mareike Heinzen, Philipp Mayrl, Daniel Heller, Roman Boutellier, Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator, International Journal of Computer Integrated Manufacturing, Vol. 26 (12), 2013. (Journal Article)
Organisational learning (OL) that enhances efficiency and the continuous improvement of processes is a key objective of lean product development and has become an important principle of new product development (NPD). Therefore, it is critical for an organisation to capture individuals’ and groups’ knowledge and learning about processes, institutionalise it, and deploy it organisation-wide. Since OL is more likely to occur if it is supported systematically, NPD scholars and practitioners recognise the importance of investigating facilitators’ effect on OL. However, there is no shared understanding of OL among existing studies. This disparity makes it hard to assess, compare, and integrate prior findings into studies. Our article addresses this gap. We investigate how value stream mapping (VSM) and its implementation in NPD affect OL in development processes. Therefore, we operationalise OL on the basis of Crossan et al .'s 4I framework, which is comprehensive and widely recognised (Crossan, M., Lane, H. and White, R., 1999. An organizational learning framework: from intuition to institution. The Academy of Management Review, 24(3), 522–537). We analysed the approach to VSM and its implementation in four longitudinal, comparative case studies in the German-speaking car supplier industry. Using the 4I framework, we captured VSM's effects on the various OL dimensions. We provide valuable insights for R&D managers who seek to improve their processes and want to implement VSM. |
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Anja Schulze, Getting it right the first time: Managing efficiency in new product development, ETH Zürich, 2012. (Habilitation)
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Anja Schulze, Thorsten Störmer, Lean product development - enabling management factors for waste elimination, International Journal of Technology Management, Vol. 57 (1/2/3), 2012. (Journal Article)
Lean development is a promising approach in new product development (NPD). However, despite the successful application of lean thinking and its principles to manufacturing, the adoption of the lean approach to product development is a quite novel undertaking. In this paper, we develop and test hypotheses pertaining to the elimination of waste, which is one of the major objectives of lean management. In particular, our study focuses on the question: What management factors are enablers for the elimination of waste in the context of NPD? We identified: 1) employee training; 2) coaching; 3) constructive failure treatment as effective means. Furthermore, implications for management practice are considered. Testing our hypotheses, we refer to data from 108 firms in the automotive supplier industry in German-speaking countries, i.e., Germany, Austria, Switzerland and Liechtenstein. |
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Anja Schulze, Gundula Janin Christina Brojerdi, The effect of the distance between partners' knowledge components on collaborative innovation knowledge distance for innovation, European Management Review, Vol. 9 (2), 2012. (Journal Article)
The alliance literature has recognized distance between partners' knowledge as important for innovation. However, theoretical reasoning as well as empirical results differ concerning the relationship of partners' knowledge base distance and innovation performance. We assume that the mixed results are caused by neglecting the role of relevant knowledge types. In this study, we examine the effect of technological and managerial knowledge distance on collaborative innovation performance. We examined 53 collaborative development projects and we find an inverse U-shaped relationship between technological knowledge distance and innovation performance, explained by the knowledge-based view and absorptive capacity. Our results also reveal that a short managerial knowledge distance is beneficial for innovation, which can be explained by transaction cost theory. Overall, our research helps to better explain knowledge distance's effect on collaborative innovation performance. |
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Anja Schulze, Trends und Chancen der Europäischen Automobilindustrie, In: Vernetzt im Einkauf : Wege aus der Krise, Verlag SVME, Aarau, p. 221 - 248, 2011. (Book Chapter)
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