Toyota Production System (TPS) and the derived lean production have cast a shadow over the models of world-class manufacturing (WCM). Yet, some groups such as Fiat have reinvented WCM. Fiat’s WCM is quickly becoming a sort of alternative to TPS-lean production. By means of semi-structured interviews and a direct observation of the documentation of Fiat’s model, this research wants to find the theoretical elements that underpin the model. The methodology is mainly based on grounded theory. The theoretical elements were coded and classified within four dimensions: strategic management, management accounting, operations management and performance measurement system. The four dimensions and their elements were compared for the first time with the same dimensions of TPS-lean production. Fiat’s WCM seems to have a ‘grand strategy’ focused on quality and cost savings where quality must be reached with no trade-off with other strategies. Safety is pursued above all else and Fiat’s WCM cannot be implemented without this first achievement. A particular system called ‘cost deployment’ measures wastes and losses on processes. The performance measurement system is structured and fosters day-by-day management as well as computer-based management. Furthermore, the performance measurement system is based on a complex and formal auditing and benchmarking process.

Purpose: – This paper aims to outline the current status of the implementation of sustainability practices in the context of Italian public universities, highlighting the strengths and gaps.Design/methodology/approach: – Based on a qualitative approach, an exploratory study design has been outlined using the model of Glavič and Lukman (2007) focusing on the Deming Cycle. The Plan–Do–Check–Act components of the model were used as a framework for collecting and analyzing data from the official Web sites and other related Web pages of Italian universities.Findings: – The results of this exploratory study allow one to depict a university system addressing the challenge posed by international agendas in a fragmented way, even if many universities are showing a strong commitment to the sustainability challenge. Sustainability is mainly detected at the “Do” dimension, when referring to training programs and research projects associated to the sustainability issue.Research limitations/implications: – Limitations of the data collection method are addressed when the timeliness of update of Web sources and the different emphases that universities can put on Internet disclosure are considered. However, the study contributes to the debate on sustainability by providing findings at a national level, which were derived from the official Web sites of Italian public universities. Furthermore, the study could have implications for policy makers and universities’ decision makers.Practical implications: – The study points out the importance of managing the sustainability process in all its phases (planning, activities, monitoring, further actions), and highlights the elements that are relevant for measuring and monitoring the process of implementation of sustainability in the specific context of higher education.Social implications: – The paper can contribute to increase the academics’ awareness of the sustainability actions, and stimulate them to fill the gaps.Originality/value: – This study explores sustainability issue in the Italian university system, and it is based on a Web-based method of data collection, whereas other contributions are based on case studies.

Background: Patients with intermittent claudication (IC) could benefit from low-cost, effective rehabilitative programs. This retrospective study evaluates compliance, impact on Quality of Life (QoL) and cost-effectiveness of a hospital prescribed, at-home performed (Test-in/Train-out) rehabilitative program for patients with IC. Methods and Results: Two-hundred and eighty-nine patients with IC (71±10.1 years, M=210) were enrolled for a 2-year period. Two daily 10-min home walking sessions at maximal asymptomatic speed were prescribed, with serial check-ups at the hospital. Compliance with the program was assessed by assigning a score of 1 (lowest compliance) to 4 (highest compliance). The SF-36 questionnaire and a constant-load treadmill test were used to evaluate QoL and Initial/Absolute Claudication Distance, respectively. Both direct and indirect costs of the program were considered for cost-effectiveness analysis. Two-hundred and fifty patients (70.5±9.2 years, M=191), at Fontaine's II-B stage (86%), were included in the study. No adverse events were reported. The average compliance score was 3.1. At discharge, both SF-36 domains and walking performance significantly increased (P<0.0001). A total of 1,839 in-hospital check-ups (7.36 /patient) were performed. Direct and indirect costs represented 93% and 7% of the total costs, respectively. The average costs of a visit and of a therapy cycle were C68.93 and C507.20, respectively. The cost to walk an additional meter before stopping was C9.22. Conclusions: A Test-in/Train-out program provided favourable patient compliance, QoL impact and cost-effectiveness in patients with IC. (Circ J 2011; 75: 2128-2134)

Purpose: This paper aims to introduce and test a model of shaping strategic agility based on dynamic capabilities such as information technology (IT) competencies, entrepreneurial alertness and acuity market to improve firms’ competitive activity.Design/methodology/approach: A study based on a quantitative approach has been designed. Data have been collected through closed questionnaires from a sample of firms. The study has been conducted in the electronics industry in Italy based on the dynamism of the setting. Through SPSS-AMOS application, path analysis has been performed to conduct a first assessment of the theoretical model.Findings: The dimensions of strategic agility are relevant capabilities for improving competitive activity. Furthermore, increasing strategic agility in the three dimensions (customer, operational and partnering) depends on the ability to improve other dynamic capabilities of the organization, including IT competency, systematic insight and strategic foresight. Finally, strategic agility results to be the only variable able to leverage the firm’s competitive activity.Research limitations/implications: The study presents some limitations linked to the response rate and the ability to conduct further analysis. However, it highlights the main dimensions that managers and entrepreneurs should develop to improve the competitive activities of the firm.Practical implications: The paper addresses practitioners’ need to identify the main variable to leverage in order to increase firms’ competitivity.Social implications: The results of the study offer the opportunity for new reflections when designing business executives’ training programs and defining recruitment pathways.Originality/value: This is the first study that investigates strategic agility building in a turbulent environment in the Italian setting.

Purpose: This study aims to ascertain the extent to which a cooperative controlling a wine supply chain implements a performance measurement system (PMS) that monitors the effects of a circular economy (CE) strategy, developed through partnerships, on the economic and environmental sustainability of the value chain.Design/methodology/approach: The study analyzes the characteristics of the closed-loop business model and uses the PMS to assess the contribution of CE partnerships to the sustainability of the value chain. The case study is based on interviews conducted on the cooperative's top management and supplemented with an analysis of external reports, related documents and direct observations.Findings: The PMS was underpinned by enterprise resource planning (ERP), through which CE indicators control for the benefits generated on behalf of the cooperative and its CE partners.Originality/value: Given the paucity of the studies that address the performance measurement of CE at the supply chain level and its relation to sustainability, this study sheds light on the role that PMS can play in tracking the contribution of CE partnerships to the sustainability of a wine value chain operating in agro-waste valorization. Furthermore, the performance measurement of the CE strategy contributes to an assessment of the responsible production of sustainable development goals at the supply chain level.