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Article
Publication date: 1 July 2001

Paul M. Swamidass, Tim Baines and Neil Darlow

According to researchers and managers, there is a lack of agreement between marketing and manufacturing managers on critical strategic issues. However, most of the literature on…

2864

Abstract

According to researchers and managers, there is a lack of agreement between marketing and manufacturing managers on critical strategic issues. However, most of the literature on the subject is anecdotal and little formal empirical research has been done. Three companies are investigated to study the extent of agreement/disagreement between manufacturing and marketing managers on strategy content and process. A novel method permits the study of agreement between the two different functional managers on the process of developing strategy. The findings consistently show that manufacturing managers operate under a wider range of strategic priorities than marketing managers, and that manufacturing managers participate less than marketing managers in the strategy development process. Further, both marketing and manufacturing managers show higher involvement in the strategy development process in the latter stages of the Hayes and Wheelwright four‐stage model of manufacturing’s strategic role.

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International Journal of Operations & Production Management, vol. 21 no. 7
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 March 2004

Stephen K. Callaway

This article focuses on “born globals” (Knight and Cavusgil 1996) and interfirm resources to explain international entrepreneurship. The theory posed here challenges the…

2063

Abstract

This article focuses on “born globals” (Knight and Cavusgil 1996) and interfirm resources to explain international entrepreneurship. The theory posed here challenges the traditional image of international business as a long, gradual process not occurring until later in the life cycle, and applying only to large multinational corporations (MNCs). Increasingly, new ventures must expand their operations internationally early in their history in order to be competitive (Oviatt and McDougall 1994), and require infrastructure (Van de Ven 1993), or interfirm resources, for success. Specifically, firms may rely on three factors to expand internationally: cost factors, unique global resources, and networks.

Details

New England Journal of Entrepreneurship, vol. 7 no. 1
Type: Research Article
ISSN: 1550-333X

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Article
Publication date: 1 October 2001

Paul M. Swamidass, Neil Darlow and Tim Baines

This paper outlines, using evidence from several case studies, the use of alternative forms of manufacturing strategy processes. Our investigation shows that the manufacturing…

2915

Abstract

This paper outlines, using evidence from several case studies, the use of alternative forms of manufacturing strategy processes. Our investigation shows that the manufacturing strategy development practices of manufacturers are evolving in many directions; we found several alternatives to the formal top‐down planning process. Manufacturers use one or more of the following alternatives with or without the top‐down manufacturing strategy process: a coherent pattern of actions; manufacturing/process improvement programs; or the pursuit of core manufacturing capabilities. It appears that the various manufacturing strategy development processes may be tied to the strategic role of manufacturing in a company. This paper offers a framework that captures the relationship between the strategic role of manufacturing and the process of manufacturing strategy development. An in‐depth case from a UK company illustrates the evolving forms of manufacturing strategy development processes.

Details

International Journal of Operations & Production Management, vol. 21 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 March 2003

Jon Rigelsford

215

Abstract

Details

Assembly Automation, vol. 23 no. 1
Type: Research Article
ISSN: 0144-5154

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Article
Publication date: 13 November 2017

Jorieke H.M. Manders, Marjolein C.J. Caniëls and Paul W.Th. Ghijsen

The conceptualization of flexibility in organizations historically emerged from three views which relate to economic, to organizational and to manufacturing perspectives. Despite…

2794

Abstract

Purpose

The conceptualization of flexibility in organizations historically emerged from three views which relate to economic, to organizational and to manufacturing perspectives. Despite the growing number of publications about supply chain flexibility in the area of supply chain management, there is a lack of consensus on how to define and to conceptualize supply chain flexibility from a management point of view. The purpose of this paper is to present a comprehensive overview of the literature on the supply chain flexibility perspective and contributes to our understanding of the current state of research and its future development.

Design/methodology/approach

The research methodology used is the systematic literature review. In total 92 articles were selected from databases of well-known journal publishers in the field of economics, business studies and management sciences as well as grey literature to cover the topic of supply chain flexibility.

Findings

A limited number of studies in the field of supply chain flexibility apply theories and define the term supply chain flexibility. Instead they focus on a particular part or dimension of the supply chain. Based on the analysis, a distinction is made between flexibility in the supply chain and supply chain flexibility. Based on the function and characteristics of the supply chain, the authors selected 30 flexibility dimensions that cover supply chain flexibility by concentrating on the different business areas involved.

Research limitations/implications

The results support researchers and practitioners by identifying relevant trends and gaps in the field of supply chain flexibility.

Originality/value

The authors review the dimensions and aspects of supply chain flexibility that are currently taken into account in the literature. In this way, the authors provide an overarching perspective on the flexibility literature relating to supply chains.

Details

The International Journal of Logistics Management, vol. 28 no. 4
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 1 March 1992

Claes Tunälv

Based on an empirical study of 184 Swedish manufacturers. Providesan operationalization of manufacturing strategy. Bases the definition ofa manufacturing strategy on the…

601

Abstract

Based on an empirical study of 184 Swedish manufacturers. Provides an operationalization of manufacturing strategy. Bases the definition of a manufacturing strategy on the competitive means which the business units emphasize to compete on the market, and the nature of manufacturing objectives. Formulates and tests hypotheses within areas of manufacturing strategy that have been identified as missing themes in the literature. Shows that companies that have a manufacturing strategy are significantly more profitable than those without one. They are also significantly better in competing with dependable deliveries. Argues that companies with a manufacturing strategy, regardless of the direction of the strategy, have identified quality programmes and other preventive actions as being fundamental issues in manufacturing. Thus gives support to the research that suggests that competitive priorities should be sequentially applied in manufacturing.

Details

International Journal of Operations & Production Management, vol. 12 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

Available. Open Access. Open Access
Article
Publication date: 9 April 2018

Jafar Rezaei, Roland Ortt and Paul Trott

The purpose of this paper is to examine high-tech small-to-medium-sized enterprises (SMEs) supply chain partnerships. Partnerships are considered at the level of business function…

13844

Abstract

Purpose

The purpose of this paper is to examine high-tech small-to-medium-sized enterprises (SMEs) supply chain partnerships. Partnerships are considered at the level of business function rather than the entire organisation. Second, the drivers of SMEs to engage in partnerships are assessed to see whether functions engage in partnerships for different reasons. Third, performance per function is assessed to see the differential effect of partnerships on the function’s performance.

Design/methodology/approach

In this study, the relationship between the drivers of SMEs to engage in partnerships, four types of partnerships (marketing and sales, research and development (R&D), purchasing and logistics, and production) and four types of functional performances of firms (marketing and sales, R&D, purchasing and logistics, and production) are examined. The data have been collected from 279 SMEs. The proposed hypotheses are tested using structural equation modelling.

Findings

The results indicate that there are considerable differences between business functions in terms of the degree of involvement in partnerships and the effect of partnerships on the performance of these functions. This paper contributes to research by explaining the contradictory results of partnerships on SMEs performance.

Practical implications

This study helps firms understand which type of partnership should be established based on the firm’s drivers to engage in supply chain partnership; and which partnership has a significant effect on which type of business performance of the firm.

Originality/value

The originality of this study is to investigate the relationship between different drivers to engage in supply chain partnership and different types of partnerships and different functional performance of firm in a single model.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 4
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 1 August 2003

Michael H. Small and Mahmoud Yasin

This study uses information obtained from the advanced manufacturing technology (AMT) literature to develop a conceptual framework that seeks to illustrate the impact of the…

4098

Abstract

This study uses information obtained from the advanced manufacturing technology (AMT) literature to develop a conceptual framework that seeks to illustrate the impact of the management information systems (MIS) department on the different facets of AMT adoption. A detailed survey instrument was administered to a cross‐section of manufacturing firms in the USA to collect the data required to test five hypotheses relating to the efficacy of this framework. The results of this study indicate that the proposed framework is particularly useful in explaining the role of MIS departments in firms that are attempting to integrate advanced process and information technologies. This finding and other results of this study and their implications are discussed.

Details

Integrated Manufacturing Systems, vol. 14 no. 5
Type: Research Article
ISSN: 0957-6061

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Article
Publication date: 1 September 1990

K.W. Platts and M.J. Gregory

The need to develop manufacturing strategies which are consistentwith and supportive of overall business strategies is now widelyaccepted. A manufacturing audit approach which has…

2234

Abstract

The need to develop manufacturing strategies which are consistent with and supportive of overall business strategies is now widely accepted. A manufacturing audit approach which has been found useful in the process of manufacturing strategy formulation is described. Within manufacturing strategy, the need for a manufacturing audit is identified and the current approaches to audit are reviewed. These existing approaches do not provide an adequate audit process for use in strategy formulation. A structured audit approach based on established frameworks is developed and preliminary results of its use are presented. The approach has been successfully used in several companies; however, there is need for further work in looking at the social aspects of the process.

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International Journal of Operations & Production Management, vol. 10 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 1 July 1995

Morgan Swink and Michael H. Way

A substantial number of propositions have been made over the last20 years regarding the content of manufacturing strategy and the processof strategy development and…

3580

Abstract

A substantial number of propositions have been made over the last 20 years regarding the content of manufacturing strategy and the process of strategy development and implementation. Although many of the propositions have been well received, few have been rigorously tested via empirical methods. Reviews empirical research efforts to date in order to assess the effectiveness of current research directions and methodologies in evaluating earlier propositions. Discusses strengths, weaknesses and directions for future research in each area of manufacturing strategy.

Details

International Journal of Operations & Production Management, vol. 15 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

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