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The contribution of manufacturing strategy involvement and alignment to world-class manufacturing performance

The contribution of manufacturing strategy involvement and alignment to world-class manufacturing performance
The contribution of manufacturing strategy involvement and alignment to world-class manufacturing performance

Purpose - The purpose of this paper is to explore links between the process of strategy formulation and subsequent performance in operations within firms.

Design/methodology/approach - An in-depth literature review on resource-based and operations strategy naturally led to three hypotheses. These are then tested using evidence from field-based case studies of manufacturing/assembly plants in the computer industry.

Findings - The research suggests that world-class plants incorporate both strategic operations content and strategic operations processes, whilst low-performing plants do not.

Practical implications - It is argued that involving manufacturing/operations managers in the strategic planning process helps align manufacturing and business strategy, and this alignment is associated with higher manufacturing performance. This should be of interest to operations managers and strategists within firms.

Originality/value - By linking strategic alignment and the manufacturing strategy process to world-class manufacturing practices and performance, this research adds a new dimension to the study of world-class manufacturing and more generally to the best practices and practice-performance debates.

Operations management, Strategic manufacturing, World-class manufacturing
0144-3577
282-302
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Squire, Brian
58c04b07-3bf5-45cc-84c8-edddf4f4ecf9
Blackmon, Kate
7da127f9-2006-4596-a5f0-de2a7468948e
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Squire, Brian
58c04b07-3bf5-45cc-84c8-edddf4f4ecf9
Blackmon, Kate
7da127f9-2006-4596-a5f0-de2a7468948e

Brown, Steve, Squire, Brian and Blackmon, Kate (2007) The contribution of manufacturing strategy involvement and alignment to world-class manufacturing performance. International Journal of Operations & Production Management, 27 (3), 282-302. (doi:10.1108/01443570710725554).

Record type: Article

Abstract

Purpose - The purpose of this paper is to explore links between the process of strategy formulation and subsequent performance in operations within firms.

Design/methodology/approach - An in-depth literature review on resource-based and operations strategy naturally led to three hypotheses. These are then tested using evidence from field-based case studies of manufacturing/assembly plants in the computer industry.

Findings - The research suggests that world-class plants incorporate both strategic operations content and strategic operations processes, whilst low-performing plants do not.

Practical implications - It is argued that involving manufacturing/operations managers in the strategic planning process helps align manufacturing and business strategy, and this alignment is associated with higher manufacturing performance. This should be of interest to operations managers and strategists within firms.

Originality/value - By linking strategic alignment and the manufacturing strategy process to world-class manufacturing practices and performance, this research adds a new dimension to the study of world-class manufacturing and more generally to the best practices and practice-performance debates.

Full text not available from this repository.

More information

Published date: 2007
Keywords: Operations management, Strategic manufacturing, World-class manufacturing
Organisations: Decision Analytics & Risk

Identifiers

Local EPrints ID: 408581
URI: https://eprints.soton.ac.uk/id/eprint/408581
ISSN: 0144-3577
PURE UUID: f419787b-5129-4e33-971c-6118ae09c36f

Catalogue record

Date deposited: 24 May 2017 04:10
Last modified: 13 Mar 2019 19:52

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