Generic manufacturing strategies: A conceptual synthesis

Generic manufacturing strategies: A conceptual synthesis This paper provides a conceptual framework that links manufacturing to business unit strategy and focuses on developing the notion of ‘generic manufacturing strategies’ at the strategic business unit (SBU) level. Specifically, an explicit conceptual link is drawn between ‘generic’ business unit strategies and ‘generic’ functional structures in manufacturing. It is proposed that the alternate manufacturing structures implicitly represent ‘generic manufacturing strategies’. Drawing on ideas and concepts from the business strategy literature and manufacturing literature the paper links Porter's generic strategy framework to a complementary manufacturing structure framework that uses three dimensions: process structure complexity, product line complexity, and organizational scope. Viewed from different perspectives, the ‘manufacturing contingency theory’ concepts presented implicitly in the paper can be viewed as an extension of classic research on the interdependence between strategy and structure. The frameworks developed here provide a partial synthesis of knowledge in the broader disciplines of engineering and management without sacrificing academic rigor and practitioner relevance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Generic manufacturing strategies: A conceptual synthesis

Strategic Management Journal, Volume 10 (3) – May 1, 1989

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Publisher
Wiley
Copyright
Copyright © 1989 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250100303
Publisher site
See Article on Publisher Site

Abstract

This paper provides a conceptual framework that links manufacturing to business unit strategy and focuses on developing the notion of ‘generic manufacturing strategies’ at the strategic business unit (SBU) level. Specifically, an explicit conceptual link is drawn between ‘generic’ business unit strategies and ‘generic’ functional structures in manufacturing. It is proposed that the alternate manufacturing structures implicitly represent ‘generic manufacturing strategies’. Drawing on ideas and concepts from the business strategy literature and manufacturing literature the paper links Porter's generic strategy framework to a complementary manufacturing structure framework that uses three dimensions: process structure complexity, product line complexity, and organizational scope. Viewed from different perspectives, the ‘manufacturing contingency theory’ concepts presented implicitly in the paper can be viewed as an extension of classic research on the interdependence between strategy and structure. The frameworks developed here provide a partial synthesis of knowledge in the broader disciplines of engineering and management without sacrificing academic rigor and practitioner relevance.

Journal

Strategic Management JournalWiley

Published: May 1, 1989

References

  • Technology, productivity and process changes
    Abernathy, Abernathy; Townsend, Townsend
  • Cost leadership strategy and experience curves
    Amit, Amit
  • Strategic market analysis and definition: an integrated approach
    Day, Day
  • An empirical analysis of strategy types
    Galbraith, Galbraith; Schendel, Schendel
  • An application of clustering for Strategic group analysis
    Harrigan, Harrigan
  • Strategic groups: theory, research and taxonomy
    McGee, McGee; Howard, Howard
  • Generic business strategies, organizational context and performance: an empirical investigation
    White, White

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