Operationalizing manufacturing strategy An exploratory study of constructs and linkage

Operationalizing manufacturing strategy An exploratory study of constructs and linkage Reports that over the past several years, the concept of manufacturing strategy has been at the forefront of both managerial and academic thought, and that studies in the field lack a cohesive foundation that can guide researchers’ efforts in building a testing theory ‐ the research gap. States that an inability to relate specific programmes to long‐term objectives demonstrates the difficulty in bringing manufacturing strategy to the factory floor ‐ the practice gap. Believes that the unsatisfactory progress observed in research and practice is because of the failure to study rigorously the process of operationalizing manufacturing strategy. Builds a process model of manufacturing strategy and presents the results. Describes the model which focuses on three constructs of manufacturing strategy: competitive priorities, manufacturing objectives and action programmes for investment. Using data from a large‐scale survey, explores how manufacturing managers attempt to link their decisions in those three components of manufacturing strategy. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Operationalizing manufacturing strategy An exploratory study of constructs and linkage

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579610151751
Publisher site
See Article on Publisher Site

Abstract

Reports that over the past several years, the concept of manufacturing strategy has been at the forefront of both managerial and academic thought, and that studies in the field lack a cohesive foundation that can guide researchers’ efforts in building a testing theory ‐ the research gap. States that an inability to relate specific programmes to long‐term objectives demonstrates the difficulty in bringing manufacturing strategy to the factory floor ‐ the practice gap. Believes that the unsatisfactory progress observed in research and practice is because of the failure to study rigorously the process of operationalizing manufacturing strategy. Builds a process model of manufacturing strategy and presents the results. Describes the model which focuses on three constructs of manufacturing strategy: competitive priorities, manufacturing objectives and action programmes for investment. Using data from a large‐scale survey, explores how manufacturing managers attempt to link their decisions in those three components of manufacturing strategy.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Dec 1, 1996

Keywords: Manufacturing industry; Manufacturing strategy; Operations management; USA

References

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