Operationalizing manufacturing strategy: An exploratory study of constructs and linkage
International Journal of Operations & Production Management
ISSN: 0144-3577
Article publication date: 1 December 1996
Abstract
Reports that over the past several years, the concept of manufacturing strategy has been at the forefront of both managerial and academic thought, and that studies in the field lack a cohesive foundation that can guide researchers’ efforts in building a testing theory ‐ the research gap. States that an inability to relate specific programmes to long‐term objectives demonstrates the difficulty in bringing manufacturing strategy to the factory floor ‐ the practice gap. Believes that the unsatisfactory progress observed in research and practice is because of the failure to study rigorously the process of operationalizing manufacturing strategy. Builds a process model of manufacturing strategy and presents the results. Describes the model which focuses on three constructs of manufacturing strategy: competitive priorities, manufacturing objectives and action programmes for investment. Using data from a large‐scale survey, explores how manufacturing managers attempt to link their decisions in those three components of manufacturing strategy.
Keywords
Citation
Kim, J.S. and Arnold, P. (1996), "Operationalizing manufacturing strategy: An exploratory study of constructs and linkage", International Journal of Operations & Production Management, Vol. 16 No. 12, pp. 45-73. https://doi.org/10.1108/01443579610151751
Publisher
:MCB UP Ltd
Copyright © 1996, MCB UP Limited