As mass customization is spreading to more and more different niches, this business strategy is no longer only applied by large companies offering products to end costumers. More SMEs are beginning to adopt this business strategy. This research is a literature review study to identify mass customization literature, which specifically addresses the challenges, which are relevant to SMEs. The literature study first indicates that very little literature has been published on mass customization in SMEs. Second, the literature study classifies the identified literature into (1) general or strategy-focused SME mass customization literature, (2) SME mass customization case studies, (3) choice navigation and information systems in SMEs, (4) solution space development in SMEs, (5) robust process design in SMEs, and (6) research focused on mass customization in specific industries. The paper concludes by identifying major gaps in literature and pointing out future research directions.

Implementation of mass customization and product configuration in companies requires fundamental considerations about how products can fulfil the demand from customers. In order to support such decision-making, a multi-level model for customization is developed. This model identifies four different levels of customization, ranging from the structure level at the bottom, through the performance level and the experience level, to the learning level at the top. The model also has a dual view with customers/demand at one side and product/supplier at the other side. It is a rather general model, which can be applied to many types of products, and typically, product designers must decide how far up in levels the customization should aim. In this paper, the four-level customization model is applied to wheel chairs.

At present time in a world of change our understanding are constantly challenged with new knowledge that radically makes demand on prevailing theories and concept the scientific world for long have believed was unchangeable. This article makes a back flash on innovation performance with some suggestion on how International Manufacturing Joint Ventures can enhance their learning capacity. Manufacturing in a global world is a complicated management challenge because the supply chain is located in different national settings. Networkning and knowledge absorption is a key to get international competitiveness. This paper claims a framework for building absorption capacity in international manufacturing firms.

Three capabilities: solution space development, robust process design, and choice navigation are critical for mass customizers. In order to become and stay competitive, it is proposed to establish assessment methods for these capabilities. This paper investigates the usage of set theory as a means for developing metrics and assessment systems. It is concluded that set theory cannot be used as an assessment method directly but is useful in the development of metrics.

A recent survey has indicated that 17 % of companies have ceased mass customizing less than 1 year after initiating the effort. This paper presents measurement for a company's mass customization performance, utilizing metrics within the three fundamental capabilities: robust process design, choice navigation, and solution space development. A mass customizer when assessing performance with these metrics can identify within which areas improvement would increase competitiveness the most and enable more efficient transition to mass customization.

The manufacturing literature has for long been occupied with the linking of manufacturing capabilities with the competitive advantages of the company. The dominant manufacturing content approach is concerned with the consistent set of decisions about process technology design and organizational practices that can be exploited as competitive capabilities. This paper suggests that an open network structure demands a transformation of peripheral-located SME subcontractor from traditional customized producer to mass customized producer. Mass customization as an instrument for the transformation process consisting of practical tools on many different company levels will comply with the challenges the international competition charts.

In mass customization, offering the right variety is critical and it is therefore proposed to develop an assessment system for the capabilities critical for mass customization success. This paper proposes different metrics and methods for assessing the utilization of a company's product variety. Two different methods are selected for further testing which is done on historical data for three different product families from three different companies. It is concluded that different metrics and methods may be relevant for different products, reflecting variety and complexity. However, in general, monitoring utilization of variety has potential to improve business for mass customization companies.

This paper addresses the issue whether the concepts mass customization and sustainability are fundamentally compatible by asking the question: can a mass customized product be sustainable? Some factors indicate that mass customized products are less sustainable than standardized products; however other factors suggest the opposite. This paper explores these factors during three life cycle phases for a product: Production, Use and End of Life. It is concluded that there is not an unambiguous causal relationship between mass customization and sustainability; however several factors unique to mass customized products are essential to consider during product development.

Successful enterprises are distinguished by their sustainable development reliant on their ability to learn and develop innovative solutions. Recyclability (material and product design) and recycling (process design) emerge as new paradigm for sustainable competitiveness.The paper makes a critical evaluation of the most commonly tools and techniques in use and suggests a redefinition of the concept of EcoDesign by integrating End-of-Life activities to gain industrial metabolism. This approach takes a broader innovation perspective, necessary to construct a sustainable innovation community with material balance of the system. The paper suggests a modular approach as generator for integrating embedded firm specific elements into a renewal networked supply chain.

International Manufacturing Joint Ventures (IMJV) are a challenge for managers when exploitingbundled resources for growth performances. From an intra firm perspective it is argued that because of lack of organizational memory in an IMJV, managers must construct an administrative framework which guides organizational members in replicating learning, on how to deploy machines and methods, and establish embedded routine behaviours. Management's belief in a structuration process, in balancing efficiency, in a secure flexibility in resposiveness, and in committed learning forms the behavioral context of the organization. This paper discusses the exogene and endogene variables that challenge manager's strivning for growth performance in an IMJV. Exogene variables are derived externally and thereby outside the decision authority of management who is responsible for the daily running operation of an IMJV. Contrary, managers have decision authority over endogene variables, which perform the structuration process acutally engaged within the IMJV to exploit resources and capabilities. Finally, a theoretical framework for imperical research is outlined.

In a manufacturing joint venture (MJV), the alliance partners' complementary resources are bundled together. However, an administrative framework is not transferable from the partners' own operations because of the differing operating and cultural environments. So the MJV management has to develop the administrative framework which will set the boundaries for the efficiency of operation and growth performance. Yet alliance partners appear to underestimate the importance of ensuring good management is in place. A conceptual framework is developed to examine why and how management within MJVs co-ordinate activities and processes.