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…
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.
Details
Keywords
This article focuses on “born globals” (Knight and Cavusgil 1996) and interfirm resources to explain international entrepreneurship. The theory posed here challenges the…
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.
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…
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
Keywords
Abstract
Details
Keywords
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…
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
Keywords
Based on an empirical study of 184 Swedish manufacturers. Providesan operationalization of manufacturing strategy. Bases the definition ofa manufacturing strategy on the…
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
Keywords
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…
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
Keywords
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…
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
Keywords
The need to develop manufacturing strategies which are consistentwith and supportive of overall business strategies is now widelyaccepted. A manufacturing audit approach which has…
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.
Details
Keywords
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…
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.