Operations strategy and organizational performance: an empirical study

Operations strategy and organizational performance: an empirical study Presents the result of a survey of US firms examining the effect of operations strategies on organizational performance. Seven commonly used operations strategies were considered. Eleven criteria were used to measure organizational performance. The results suggest that companies which are using various operations strategies have higher performance than those which are not using those strategies. While using more than one strategy improves organizational performance, the benefits become marginal after several successive additions. This suggests that for an organization to be competitive, it only has to employ a few appropriate and effective strategies. Also, except for just‐in‐time strategy, large firms are more likely to employ various operations strategies than their smaller counterparts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Operations strategy and organizational performance: an empirical study

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579610113933
Publisher site
See Article on Publisher Site

Abstract

Presents the result of a survey of US firms examining the effect of operations strategies on organizational performance. Seven commonly used operations strategies were considered. Eleven criteria were used to measure organizational performance. The results suggest that companies which are using various operations strategies have higher performance than those which are not using those strategies. While using more than one strategy improves organizational performance, the benefits become marginal after several successive additions. This suggests that for an organization to be competitive, it only has to employ a few appropriate and effective strategies. Also, except for just‐in‐time strategy, large firms are more likely to employ various operations strategies than their smaller counterparts.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: May 1, 1996

Keywords: Benchmarking; Flexible manufacturing systems; Just‐in‐time; Operations strategy; Organizational performance; USA

References

  • Concurrent engineering practices in selected Swedish companies: a movement or an activity of the few?
    Trygg, L.
  • Relating strategy and structure to flexible automation: a test of fit and performance implications
    Parsathasarthy, R.; Prakash, S.S.

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