Search
  Advanced Search
 
Journal search
Journal cover: International Journal of Operations & Production Management

International Journal of Operations & Production Management

ISSN: 0144-3577

Online from: 1980

Subject Area: Operations and Logistics Management

Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Previous article.Icon: Print.Table of Contents.Next article.Icon: .

Longitudinal linkages between intended and realized operations strategies


Document Information:
Title:Longitudinal linkages between intended and realized operations strategies
Author(s):Kenneth K. Boyer, (Department of Management, Kellstadt Graduate School of Business, DePaul University, Chicago, Illinois, USA)
Citation:Kenneth K. Boyer, (1998) "Longitudinal linkages between intended and realized operations strategies", International Journal of Operations & Production Management, Vol. 18 Iss: 4, pp.356 - 373
Keywords:Competitive priorities, Operations strategy, Production technology
Article type:Research paper
DOI:10.1108/01443579810199739 (Permanent URL)
Publisher:MCB UP Ltd
Abstract:Compares the intended operations strategy of 112 manufacturing plants in the metal-working industries with the realized strategy, as measured by investments designed to improve both the manfucturing structure and infrastructure. Data were collected via a mail survey administered to 202 plants in 1994, and re-administered to 112 of the same plants in 1996. Examines how the emphasis placed on four key competitive priorities (cost, flexibility, delivery and quality) is associated with investment a company makes to support these objectives. The data indicate that companies support their key competitive priorities both through investments in structural improvement and through investments in infrastructural improvement. Two findings contradict the established literature. First, investments in design-based advanced manufacturing technologies are not associated with a strategic emphasis on any of the four competitive priorities. Second, plants which emphasized flexibiltiy as a key component of their operations strategy did not invest in either structural or infrastructural improvements to support this objective.



Fulltext Options:

Login

Login

Existing customers: login
to access this document

Login


- Forgot password?
- Athens/Institutional login

Purchase

Purchase

Downloadable; Printable; Owned
HTML, PDF (137kb)Purchase

To purchase this item please login or register.

Login


- Forgot password?

Recommend to your librarian

Complete and print this form to request this document from your librarian


Marked list


Bookmark & share

Reprints & permissions