To read this content please select one of the options below:

Operationalizing manufacturing strategy: An exploratory study of constructs and linkage

Jay S. Kim (Boston University, Massachusetts, USA)
Peter Arnold (Boston University, Massachusetts, USA)

International Journal of Operations & Production Management

ISSN: 0144-3577

Article publication date: 1 December 1996

3192

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

Related articles