The strategic regeneration of manufacturing by changing routines

The strategic regeneration of manufacturing by changing routines Uses theory and empirical data to develop further the understanding of the strategic regeneration of manufacturing companies. Reviews literature relevant to the areas of management and manufacturing strategy and organisational learning, identifying the importance of taking “resource based” views of strategy as a point of departure for aiding understanding of the process of manufacturing regeneration. Argues that regeneration can be understood from a change management perspective as a redefinition of tacit and explicit organisational routines. Reports the further development of earlier work and uses one exemplar case to describe and help begin understanding the complex process of strategic regeneration using an ecological, perceptual/cognitive, and structural analytical framework. Finally, draws some tentative conclusions on the nature and process of strategic regeneration and regenerative strategy, and notes the value and potential of taking a perspective based on the notion of “organisational routines” in attempting to understand this complex phenomenon. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

The strategic regeneration of manufacturing by changing routines

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Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579810193267
Publisher site
See Article on Publisher Site

Abstract

Uses theory and empirical data to develop further the understanding of the strategic regeneration of manufacturing companies. Reviews literature relevant to the areas of management and manufacturing strategy and organisational learning, identifying the importance of taking “resource based” views of strategy as a point of departure for aiding understanding of the process of manufacturing regeneration. Argues that regeneration can be understood from a change management perspective as a redefinition of tacit and explicit organisational routines. Reports the further development of earlier work and uses one exemplar case to describe and help begin understanding the complex process of strategic regeneration using an ecological, perceptual/cognitive, and structural analytical framework. Finally, draws some tentative conclusions on the nature and process of strategic regeneration and regenerative strategy, and notes the value and potential of taking a perspective based on the notion of “organisational routines” in attempting to understand this complex phenomenon.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Feb 1, 1998

Keywords: Manufacturing strategy; Organizational change; Organizational learning; Resource management

References

  • Approaches to manufacturing regeneration: some empirical data
    Smith, J.S.; Tranfield, D.R.
  • The science of complexity: an alternative perspective for strategic change processes
    Stacey, R.
  • Corporate rejuvenation
    Stopford, J.; Baden‐Fuller, C.
  • Dynamic capabilities and strategic management
    Teece, D.J.; Pisano, G.; Shuen, A.

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