Thomas Friedli
Title
Prof. Dr.
Last Name
Friedli
First name
Thomas
Email
thomas.friedli@unisg.ch
ORCID
Phone
+41 71 224 7261
387 results
Now showing 1 - 10 of 387
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Item type:Publication, Risikomanagement für globale Produktionsnetzwerke - Integration einer Länderrisikoperspektive in das Netzwerkmanagement(2025-03); In managing their global production networks, manufacturing companies often overlook (country-level) risks. Therefore, this article provides a management tool and a process for systematically analyzing the risks of a network. The article also discusses success factors for effectively integrating the process into network management.Type:journal articleJournal:CONTROLLING - Zeitschrift für erfolgsorientierte UnternehmenssteuerungIssue:2 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The Impact of Current Good Manufacturing Practices Inspections on Continuous Improvement Mindset in the Pharmaceutical Industry(Springer Science and Business Media LLC, 2025-10-29); ; Oliver von DzengelevskiPurpose Regulatory inspections ensure consumer safety and product quality. In tightly regulated industries, compliance and organizational improvement efforts must align to achieve operational excellence. This study examines how surveillance current good manufacturing practice (CGMP) inspections influence the relationship between quality management practices and a continuous improvement mindset at pharmaceutical manufacturing facilities. Methods The study builds on a regression analysis of pooled cross-sectional data from drug manufacturers and the U.S. Food and Drug Administration’s Center for Drug Evaluation and Research (CDER), supplemented by ten interviews with operational excellence leaders. Results Quality management practices catalyze continuous improvement. Inspections may provide useful external nudges in this context; however, the results suggest that their frequency should be carefully planned. In particular, we observe that a moderate frequency of CGMP inspections has the potential to support quality management efforts, whereas longer frequencies show a negative interactive effect. CGMP inspections validate quality management improvements and foster further improvements; however, this effect decays over time. Conclusion Regulatory agencies must carefully plan their surveillance inspection scheduling. If more frequent surveillance inspections are not feasible, they should consider complementing them with other initiatives —such as the Quality Management Maturity program—to further support the enhancement of quality practices and extend the duration of their positive effects on manufacturers.Type:journal articleJournal:Journal of Pharmaceutical InnovationVolume:20Issue:6Scopus© Citations 1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Open Innovation for Circular Business Models: Addressing the Right Challenge at the Right TimeABSTRACT Academic Summary In response to escalating societal challenges, such as climate change and resource constraints, this article examines the transition from linear toward circular business models (CBMs). It explores the challenges of CBM transitions and how to tackle them through open innovation. We leverage 68 interviews with 45 firms, including 12 focal manufacturers and their open innovation partners. We identify 13 challenges and their relevant time horizons. They concern the product and service portfolio, data governance, life cycle valuation, circular strategy, and the legal environment. By iterating our inductive analysis with insights from the literature, we develop a framework that explains the link between open innovation and CBMs. We develop three mechanisms: (1) capture value by coupling internal innovation and data sharing to incentivize life cycle valuation, (2) technology co‐development with supply chain partners for an improved circular product and service portfolio aligned with data governance to create value, and (3) orchestrate complementary partners to promote circular strategies and resources for the legal environment to deliver value. Our framework contributes to the literature on CBMs and open innovation by explaining when and how different forms of open innovation can help in the transition from linear toward CBMs. Practitioner Summary In response to growing environmental pressures, this study explores how firms can transition from linear toward circular business models (CBMs) by leveraging open innovation. Drawing on 68 interviews with 45 firms, including 12 manufacturers and their innovation partners, we identify 13 key challenges grouped into five strategic themes: product and service portfolio, data governance, life cycle valuation, circular strategy, and the legal environment. Our findings emphasize that CBM transition is an iterative process, rather than a one‐time shift, that comes with many challenges. Our study proposes open innovation as a strategic option to address these challenges. Firms need to deploy varied approaches over time: internal innovation and data sharing in the short term to drive circular value capture; supply chain co‐development in the mid term to enhance circular value creation; and the orchestration of complementary partners in the long term to improve value delivery and system‐wide circularity. We offer a practical framework and a temporal innovation roadmap to help managers structure their CBM efforts. This roadmap provides clear guidance on when and how to apply open innovation strategies, enabling decision‐makers to address challenges, align internal and external partners, and transition their linear business models toward circularity.Type:journal articleJournal:Journal of Product Innovation Management - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Structuring Private Sustainability Governance: Combining Rule-Based and Goal-Based Mechanisms(2025-05-19); Scopus© Citations 6 - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Riding the bell curve of lean and digitalisation programme alignment – a social capital perspective(Informa UK Limited, 2025-09-24); ; ; With the rise of digital technologies, manufacturing companies pursue new performance gains. While digitalisation programmes often aim to complement lean programmes, many firms struggle to realise expected benefits when managing both simultaneously. Drawing on social capital theory, this paper focuses on the perspective of lean and digitalization program managers (L&DPMs), their alignment challenges and strategies. We conducted a multiple case study over a 1.5-year period analysing 10 pharmaceutical manufacturing companies. Primary data was collected through 29 semi-structured interviews, follow-up discussions and workshop observations. The robustness of our findings was enhanced through triangulation with 650 pages of company presentations documenting lean and digitalisation programmes. We found that L&DPM’s alignment follows a bell-shaped challenge trajectory across three distinct stages: loose, evolving, and close alignment. In the loose alignment stage, challenges are limited but begin to multiply rapidly, reaching their peak during evolving alignment. As L&DPMs transition into close alignment, the continuous refinement of alignment strategies leads to a gradual reduction of challenges. The extent to which these strategies take root is largely determined by the strength of social capital relationships. Our findings add nuanced understanding to the interrelated socio-technical management of lean and digitalisation and open new research avenues.Type:journal articleJournal:International Journal of Production Research - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Riding the bell curve of lean and digitalisation programme alignment – a social capital perspective(Informa UK Limited, 2025-09-24); ; ; With the rise of digital technologies, manufacturing companies pursue new performance gains.While digitalisation programmes often aim to complement lean programmes, many firms struggleto realise expected benefits when managing both simultaneously. Drawing on social capital theory,this paper focuses on the perspective of lean and digitalization program managers (L&DPMs), theiralignment challenges and strategies. We conducted a multiple case study over a 1.5-year periodanalysing 10 pharmaceutical manufacturing companies. Primary data was collected through 29semi-structured interviews, follow-up discussions and workshop observations. The robustness of ourfindings was enhanced through triangulation with 650 pages of company presentations document-ing lean and digitalisation programmes. We found that L&DPM’s alignment follows a bell-shapedchallenge trajectory across three distinct stages: loose, evolving, and close alignment. In the loosealignment stage, challenges are limited but begin to multiply rapidly, reaching their peak duringevolving alignment. As L&DPMs transition into close alignment, the continuous refinement of align-ment strategies leads to a gradual reduction of challenges. The extent to which these strategies takeroot is largely determined by the strength of social capital relationships. Our findings add nuancedunderstanding to the interrelated socio-technical management of lean and digitalisation and opennew research avenues.Type:journal articleJournal:International Journal of Production Research - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Integrating Risk into the Analysis - Mapping and Managing Country-Level Risks in Manufacturing Networks(2024-02); In times of global turbulence, risk management is key to ensuring competitiveness. For the management of manufacturing networks, the analysis of country risks is crucial. Operations managers must identify and manage risks arising from adverse country developments at an early stage. This paper presents a framework to map these risks and their impact on the manufacturing network. Two industry examples show how operations managers can use the approach to analyze and mitigate country-level risks.Type:journal articleJournal:Zeitschrift für wirtschaftlichen FabrikbetriebVolume:119Issue:1-2Scopus© Citations 1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Centralism or Autonomy? Insights into the decision allocation within International Manufacturing Networks(2024-02); ; Scopus© Citations 1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Generative Künstliche Intelligenz im industriellen Service(2024-10); ; This article examines the implementation of generative AI (GenAI) in industrial services. Based on a study, it shows the maturity and objectives with which GenAI is pursued and provides an overview of the use cases that are in focus in the context of industrial services.Type:journal articleJournal:Controlling: Zeitschrift für erfolgsorientierte UnternehmenssteuerungVolume:36Issue:5