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Article
Publication date: 1 March 2002

Rebecca Duray

Mass customization presents a paradox to traditional manufacturing practices. Historically, companies chose to produce either customized, crafted products or mass‐produced…

9547

Abstract

Mass customization presents a paradox to traditional manufacturing practices. Historically, companies chose to produce either customized, crafted products or mass‐produced, standardized products. Thus, mass customization presents a paradox by combining customization and mass production, offering unique products in a mass‐produced, low cost, high volume production environment. If mass customization is truly a combination of mass production and craft manufacturer, how does a manufacturer become a mass customizer? Are the key principles of mass customization rooted in customized product knowledge or mass production techniques? Does the path to mass customization impact financial performances? This paper begins to answer these questions by exploring the total product mix of mass customizing plants using data gathered from 126 mass customizers. This study shows plants that choose mass customization approaches that match the non‐mass customized product line characteristics have higher financial performance than those firms without a matched product line.

Details

International Journal of Operations & Production Management, vol. 22 no. 3
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 14 March 2016

Eric Monroe Olson, Rebecca Duray, Cary Cooper and Kai Monroe Olson

Prior research has argued that business practices within English football clubs are amateurish and outdated due to the comparatively small size of clubs and the restrictive nature…

3663

Abstract

Purpose

Prior research has argued that business practices within English football clubs are amateurish and outdated due to the comparatively small size of clubs and the restrictive nature of the cartel-like industry they compete in. But is this true for large EPL clubs (i.e. those with high market valuation and large number of employees)? Do these clubs have the ability to pursue alternative business strategies, and if so, do their organizational structures, cultures, and behavioral norms support the strategic directions they have chosen to pursue? The paper aims to discuss these issues.

Design/methodology/approach

This paper evaluates survey responses from 35 executives and business managers within three large EPL clubs. The study utilizes previously validated scales to examine issues of organizational structure, culture, and behavioral norms.

Findings

Despite operating within a closed industry, large EPL clubs are not all pursuing identical business strategies. Consistent with contingency theory, the organizational structure, culture, and behavioral norms of large EPL clubs are, for the most part, in line with what the authors would expect to find in successful, large conventional product or service businesses. However, all of the clubs included in this study appear to be following hybrid models each demonstrating characteristics of several alternative competitive strategies simultaneously.

Research limitations/implications

This initial study is limited to responses from 35 business executives and managers within three EPL clubs.

Practical implications

Although EPL clubs operate within a cartel-like industry, this study shows that business managers within these clubs do have a degree of latitude in choosing between alternative competitive strategies. In order to successfully implement a chosen strategy, business managers must insure that the organizational structure, culture, and behavioral norms within the club’s business group are aligned with the overarching objectives of that strategic choice.

Originality/value

Grounded in open systems and contingency theory, the authors challenge the conventional wisdom that because large clubs are in the business of sport they are somehow fundamentally different from other large businesses.

Details

Sport, Business and Management: An International Journal, vol. 6 no. 1
Type: Research Article
ISSN: 2042-678X

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Article
Publication date: 24 November 2023

Abdulkader Zairbani and Senthil Kumar Jaya Prakash

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of…

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Abstract

Purpose

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

Design/methodology/approach

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

Findings

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

Originality/value

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.

Details

Benchmarking: An International Journal, vol. 32 no. 1
Type: Research Article
ISSN: 1463-5771

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