Manufacturing strategy process and organizational knowledge: a cross‐country analysis

Abstract

Purpose

This paper aims to analyze manufacturing strategy process (MSP) from a knowledge‐based view (KBV) of the firm. MSP considers the ways that manufacturing organizes its resources in order to create/strengthen manufacturing‐related capabilities. In this context, managers often are under pressure to find quick answers in highly complex environments. By viewing MSP as a knowledge creation process, managers may choose a company's objectives based upon previous experiences and knowledge. MSP addresses the level of planning and decision making related to building competitive operations capabilities over the long term.

Design/methodology/approach

A survey research was used to make cross‐country comparison. The constructs were empirically confirmed in both country samples, attesting to measurement invariance. The proposed model was tested in both samples and analyzed the differences between them.

Findings

The results suggest that knowledge is a key resource in MSP in both samples. Resource‐based orientation presents higher levels of influence over MSP in Brazil. In the Spanish sample the influence of external knowledge in MSP and market performance is more relevant.

Research limitations/implications

One limitation of this study is that the Brazilian sample is located in a specific region and therefore some regional characteristics may be present. Another limitation was the use of a questionnaire in two different countries that was originally developed in a non‐native language.

Practical implications

As a practical implication, manufacturing should seek to integrate the strategic process in order to be more responsive in dynamic environments.

Originality/value

The paper uses a cross‐country sample for scale validation, which is rare in management research. Manufacturing strategy process was analyzed from a knowledge‐based view, bringing new possibilities for academic studies. For managers, the paper highlights the importance of manufacturing developing a proactive role through knowledge integration in cross‐functional activities during the strategic process.

Citation

Laureano Paiva, E., Revilla Gutierrez, E. and Roth, A.V. (2012), "Manufacturing strategy process and organizational knowledge: a cross‐country analysis", Journal of Knowledge Management, Vol. 16 No. 2, pp. 302-328. https://doi.org/10.1108/13673271211218898