Access the full text.
Sign up today, get DeepDyve free for 14 days.
C. Corbett, L. Wassenhove (1993)
Trade-offs? What Trade-offs? Competence and Competitiveness in Manufacturing StrategyCalifornia Management Review, 35
K. Clark (2009)
COMPETING THROUGH MANUFACTURING AND THE NEW MANUFACTURING PARADIGM: IS MANUFACTURING STRATEGY PASSE?Production and Operations Management, 5
Shanling Li, Ershi Qi (1995)
A DEDS model for a serial pull system and an analysis of material movementsInternational Journal of Operations & Production Management, 15
C. New (1992)
World‐class Manufacturing versus Strategic Trade‐offsInternational Journal of Operations & Production Management, 12
M. Porter (1991)
Towards a dynamic theory of strategySouthern Medical Journal, 12
M. Noble (1995)
Manufacturing Strategy: Testing the Cumulative Model in a Multiple Country Context*Decision Sciences, 26
M. Sweeney (1994)
Benchmarking for Strategic Manufacturing ManagementInternational Journal of Operations & Production Management, 14
Barbara Flynn, R. Schroeder, E. Flynn (1999)
World class manufacturing: an investigation of Hayes and Wheelwright's foundationJournal of Operations Management, 17
R. Collins, Carlos Cordon, D. Julien (1998)
An empirical test of the rigid flexibility modelJournal of Operations Management, 16
R. Hayes, G. Pisano (2009)
Manufacturing Strategy: At the Intersection of Two Paradigm ShiftsProduction and Operations Management, 5
G. Stalk, P. Evans, L. Shulman (1992)
Competing on capabilities: the new rules of corporate strategy.Harvard business review, 70 2
J. Barney, E. Zajac (1994)
Competitive Organizational Behavior: Toward an Organizationally‐Based Theory of Competitive AdvantageSouthern Medical Journal, 15
S. Wheelwright, H. Bowen (2009)
THE CHALLENGE OF MANUFACTURING ADVANTAGEProduction and Operations Management, 5
Steven Wright (1984)
Manufacturing strategy: Defining the missing linkSouthern Medical Journal, 5
W. Skinner (2009)
THREE YARDS AND A CLOUD OF DUST: INDUSTRIAL MANAGEMENT AT CENTURY ENDProduction and Operations Management, 5
John Mapes, C. New, M. Szwejczewski (1997)
Performance trade‐offs in manufacturing plantsInternational Journal of Operations & Production Management, 17
M. Cronshaw, E. Davis, J. Kay (1994)
On Being Stuck in the Middle or Good Food Costs Less at Sainsbury'sBritish Journal of Management, 5
R. Delbridge, J. Lowe, N. Oliver (1995)
The process of benchmarkingInternational Journal of Operations & Production Management, 15
R. Grant (1991)
The Resource-Based Theory of Competitive Advantage: Implications for Strategy FormulationCalifornia Management Review, 33
(1994)
The world wide manufacturing competitiveness study: The second lean enterprise benchmarking project reportProduction and Operations Management
C. Prahalad, G. Hamel (1990)
The Core Competence of the CorporationHarvard Business Review, 68
C. Argyris, D. Schön (1978)
Organizational learning: A theory of action perspectiveJournal of Operations Management
K. Ferdows, A. Meyer (1990)
Lasting Improvements in Manufacturing Performance: In Search of a New TheoryJournal of Operations Management, 9
(1993)
The lean enterprise benchmarking project reportStrategic Management Journal
W. Skinner (2009)
MANUFACTURING STRATEGY ON THE “S” CURVEProduction and Operations Management, 5
J.B. Barney, E.J. Zajac (Winter, 1995)
Towards an organizationally‐based theory of competitive advantageCalifornia Management Review, 15
The changing nature of competitive pressure now requires companies to compete on several aspects of performance simultaneously. This reality departs from the traditional idea that organizations must find a specific area of competency and choose between objectives such as low cosT., quality, or flexibility. Hence, the degree to which companies resolve manufacturing performance trade‐offs, and the understanding of the processes whereby companies manage to achieve this, emerge as a set of research questions. This paper presents the results of a benchmarking study carried out to assess and compare the levels of manufacturing performance achieved by 16 British contract electronics assemblers. Case studies conducted in three of these companies highlighted structural and cultural aspects that may explain intercompany differences in the resolution of manufacturing performance trade‐offs. Résumé La nature changeante des règies de la compétition oblige les entreprises à maǐtriser simultanément plusieurs aspects de la performance manufacturière. Cette réalité diffère de l'idée reçue selon laquelle les organisations doivent choisir entre des objectifs tels la réduction des coǔts, la qualité, ou la flexibilité. Ainsi, l 'évaluation du degré de résolution des arbitrages tradi‐tionnels entre les objectifs de performance manufacturière et la compréhension des facteurs favorisant cette résolution constituent des thèmes de recherche pertinents. Les résultats d'une étude de benchmarking menées auprès de 16 sous‐traitants électroniques britan‐niques et ayant pour but de comparer leur performance manufacturière sont présentés dans cet article. Trois études de cas ont ensuite permis d'identifier différents aspects structurels et culturels qui semblent expliquer les différents niveaux de résolution des arbitrages opéra‐tionnels.
Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de L'Administration – Wiley
Published: Sep 1, 2000
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.