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Article
Publication date: 30 October 2007

Jens O. Riis, John Johansen, Brian Vejrum Waehrens and Linda Englyst

The challenges facing industrial enterprises include coping with an increased distribution of activities and the related need to deal with task interdependencies, as well as…

4137

Abstract

Purpose

The challenges facing industrial enterprises include coping with an increased distribution of activities and the related need to deal with task interdependencies, as well as coping with uncertainty and complexity. This opens for a discussion of current thinking and practices of manufacturing and its strategic role. The aim of the paper is to explore future changes in strategic roles of manufacturing.

Design/methodology/approach

A review of the literature on manufacturing strategy has focused on different ways of positioning manufacturing as a means for identifying and defining the strategic roles of manufacturing in an industrial company. To understand how industrial companies have dealt with some of the global challenges and have changed their strategic roles of manufacturing over a period of 3‐7 years, interviews are carried out in six small and medium‐sized companies, representing different industries, such as textile, mechanical and electronic industries. The case stories form a basis for identifying issues for future manufacturing strategic roles in the form of research propositions and implications.

Findings

The literature review has resulted in a grouping of the strategic roles of manufacturing. The first group of contributions relates directly to the extent and selected objectives of manufacturing contribution to competitive advantage. The second group positions a company in a value chain or a supply chain. The third way of classifying strategic roles focuses on the mutual interplay between functions leading to a primary role and four supporting roles. The fourth classification identifies different roles that a plant can play in a network of manufacturing plants of a company. To a large extent, the groups are mutually exclusive which suggests that an industrial company may use several classifications to find a configuration of strategic manufacturing roles that is in line with the environmental challenges and internal strength. The empirical findings form a basis for developing research propositions about the roles of manufacturing in the future: an important issue for an industrial firm will be to combine the various typologies into a configuration of strategic manufacturing roles; the strategic roles of manufacturing supporting other functions will become increasingly important, emphasizing the importance of strengthening the interplay with other functions and development of holistic competencies and knowledge sharing across functions and disciplines; a company's development over the next years may be seen as a sequence of moves similar to a game of chess, suggesting a capability to develop scenarios for the next series of moves.

Practical implications

The paper suggests that management of industrial companies: develops a combination of classifications of manufacturing roles appropriate for the company's specific situation; identifies supportive strategic roles of manufacturing leading to explicit focus on the interplay with other functions and strengthening of holistic competencies and knowledge sharing across functions and disciplines; views the pursuit of a global manufacturing strategy as a series of adaptive moves, instead of a once‐for‐all decision.

Originality/value

The findings open for a discussion of current thinking and practice of manufacturing and its strategic roles pointing to a new perception of manufacturing and to future challenges and development patterns.

Details

Journal of Manufacturing Technology Management, vol. 18 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 1 January 2006

Nuran Acur and Linda Englyst

Today, industrial firms need to cope with competitive challenges related to innovation, dynamic responses, knowledge sharing, etc. by means of effective and dynamic strategy…

8774

Abstract

Purpose

Today, industrial firms need to cope with competitive challenges related to innovation, dynamic responses, knowledge sharing, etc. by means of effective and dynamic strategy formulation. In light of these challenges, the purpose of the paper is to present and evaluate an assessment tool for strategy formulation processes that ensures high quality in process and outcome.

Design/methodology/approach

A literature review was conducted to identify success criteria for strategy formulation processes. Then, a simple questionnaire and assessment tool was developed and used to test the validity of the success criteria through face‐to‐face interviews with 46 managers, workshops involving 40 managers, and two in‐depth case studies. The success criteria have been slightly modified due to the empirical results, to yield the assessment tool.

Findings

The resulting assessment tool integrates three generic approaches to strategy assessment, namely the goal‐centred, comparative and improvement approaches, as found in the literature. Furthermore, it encompasses three phases of strategy formulation processes: strategic thinking, strategic planning and embedding of strategy. The tool reflects that the different approaches to assessment are relevant in all phases of strategy formulation, but weighted differently. Managerial perceptions expressed in particular that learning from experience should be accommodated in strategic thinking. The strategic planning stage is mainly assessed based on the goal‐centred approach, but cases and managerial perceptions indicate that the need for accurate and detailed plans might be overrated in the literature, as implementation relies heavily on continuous improvement and empowerment. Concerning embedding, key aspects relate both to the goal‐centred and improvement approaches, while the comparative approach appears to play a more modest role, related to monitoring external changes and enabling the organization to respond adaptively.

Research limitations/implications

The proposed assessment tool is general in the sense that it does not take into account relationships between the strategic context and the assessment of strategy formulation processes. The investigated cases indicate that contingencies matter, and call for further investigation of particular applications. The present research maintained a focus on formal and relatively top‐down‐oriented strategy formulation processes.

Practical implications

The integration of three different strategy assessment approaches has been made to obtain a holistic, multi‐perspective reflection on strategy formulation. Such reflection is assumed to enable managers to proactively evaluate the potential outcome and performance of their chosen strategy.

Originality/value

The originality of the paper lies in the combination and compilation of multiple approaches to strategy assessment, which draws on a wide range of literature, and in the proactive perspective on strategy assessment. Furthermore, the validity of the proposed assessment tool or checklist is based on multiple sources of empirical evidence.

Details

International Journal of Operations & Production Management, vol. 26 no. 1
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 December 2003

Linda Nielsen‐Englyst

This article describes and analyses observations from a longitudinal case study to advance an understanding of operations strategy formation as a continuous process. The…

6374

Abstract

This article describes and analyses observations from a longitudinal case study to advance an understanding of operations strategy formation as a continuous process. The managerial practices of the case company are analysed in relation to four general desired outcomes of a strategy process, and a process design is constructed as an example of good practice. Regarding strategy formation as a continuous part of the normal management process, the process design is proposed as a relevant alternative to the traditional discontinuous practice of strategy formation. The interplay between modes of strategy formation in different phases of the process is discussed, indicating the varying roles of managers.

Details

Integrated Manufacturing Systems, vol. 14 no. 8
Type: Research Article
ISSN: 0957-6061

Keywords

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Article
Publication date: 24 October 2008

522

Abstract

Details

Journal of Manufacturing Technology Management, vol. 19 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

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