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Management, myopia and strategy in the manufacturing function: a problem driven research agenda

Management, myopia and strategy in the manufacturing function: a problem driven research agenda To manage the manufacturing function and systems effectively, a detailed knowledge of technology hardware is not sufficient. Production managers must understand the business as a whole, and general managers must know enough about the production system to be able to take a strategic view of manufacturing and its contribution to business competitiveness. There are many implications associated with suboptimising in this domain or taking a shortsighted (myopic) view. In examining seven commonly observable 'manufacturing myopia', we argue that most of these can be avoided if the manufacturing function systems and managers are positioned and considered as a high status, 'strategic' part of the organisation. These issues are of major importance to the competitiveness and wealth of firms and of nations, hence there is value in further researching them, and a problem research agenda is outlined. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Technology Management Inderscience Publishers

Management, myopia and strategy in the manufacturing function: a problem driven research agenda

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Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd. All rights reserved
ISSN
0267-5730
eISSN
1741-5276
DOI
10.1504/IJTM.1993.025770
Publisher site
See Article on Publisher Site

Abstract

To manage the manufacturing function and systems effectively, a detailed knowledge of technology hardware is not sufficient. Production managers must understand the business as a whole, and general managers must know enough about the production system to be able to take a strategic view of manufacturing and its contribution to business competitiveness. There are many implications associated with suboptimising in this domain or taking a shortsighted (myopic) view. In examining seven commonly observable 'manufacturing myopia', we argue that most of these can be avoided if the manufacturing function systems and managers are positioned and considered as a high status, 'strategic' part of the organisation. These issues are of major importance to the competitiveness and wealth of firms and of nations, hence there is value in further researching them, and a problem research agenda is outlined.

Journal

International Journal of Technology ManagementInderscience Publishers

Published: Jan 1, 1993

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