International E-publication: Publish Projects, Dissertation, Theses, Books, Souvenir, Conference Proceeding with ISBN.  International E-Bulletin: Information/News regarding: Academics and Research

Operations Practices and Competitive Priorities: Impact of the Operations Strategy on Performance

    , ,

Author Affiliations

  • 1Rey Juan Carlos University, P Artilleros, s/n 28032 Madrid, SPAIN

Res. J. Recent Sci., Volume 4, Issue (11), Pages 103-114, November,2 (2015)

Abstract

Despite the significant attention that part of the literature has devoted to the operations strategy, most studies analyse the different variables involved in isolation. This paper proposes a theoretical model to identify the causal relations between three key variables in operations management: operations practices, competitive priorities, and firm performance. The data for this study come from Spanish industrial firms belonging to various sectors of activity, and the hypotheses are tested using structural equations analysis. The more important findings are that if firms design an operations strategy on the basis of a greater number of structural and infrastructural practices, they will be able to improve their competitive advantages in operations. The results also show that competitive priorities in operations can have a direct, positive effect on firm performance.

References

  1. Lillis B. and Lane R., Auditing the strategic role of operations, Int. J. of Management Rev., 9(3), 191–210 (2007)
  2. Dangayach G.S. and Deshmukh S.G., Manufacturing Strategy. Literature Review and Some Issues, Int. J. of Operations and Production Management, 21(7), 884-932 (2001)
  3. Skinner W., Manufacturing Missing Link in Corporate Strategy, Harvard Business Review, 47, 136-145 (1969)
  4. Wheelwright SC, Manufacturing Strategy: Defining the Missing Link, Strategic Management J., 5(1), 77-91 (1984)
  5. Hayes R.H. and Wheelwright S.C., Restoring Our Competitive Edge: Competing through Manufacturing. New York: John Wiley (1984)
  6. Buffa E., Meeting the Competitive Challenge, Dow Jones-Irwin: Homewood, IL, (1984)
  7. Hill T., Teaching manufacturing strategy, Int. J. of Operations and Production Management, 6(3), 10–20 (1986)
  8. Ward P. and Duray R., Manufacturing Strategy in Context: Environment, Competitive Strategy and Manufacturing Strategy, J. of Operations Management, 18(2), 123-138 (2000)
  9. Oltra M.J. and Flor M.L., The moderating effect of business strategy on the relationship between operations strategy and firms’ results, Int. J. of Operations and Production Management, 30(5-6), 612-638 (2000)
  10. Narasimhan R., Swink M. and Kim S.W., An exploratory study of manufacturing practice and performance interrelationships. Implications for capability progression, Int. J. of Operations and Production Management, 25(10), 1013-1033 (2005)
  11. Swink M., Narasimhan R. and Kim S.W., Manufacturing practices and strategy integration: effects on cost efficiency, flexibility, and market-based performance, Decision Science, 36(3), 427-435 (2005)
  12. Díaz E., Martín M.L. and García F.E., Structural and infrastructural practices as elements of content operations strategy, Int. J. of Production Research, 45(9), 2119-2140 (2007)
  13. Morita M., Flynn E.J. and Ochiai S., Strategic management cycle: The underlying process building aligned linkage among operations practices, Intl. J. of Production Economics, 133, 530-540 (2011)
  14. White G.P.A, Meta–Analysis Model of Manufacturing Capabilities, J. of Operations Management, 14(4), 315-331 (1996)
  15. Noble M.A., Manufacturing Competitive Priorities and Productivity: An empirical Study, Int. Operations and Production Management, 17(1), 85-99 (1997)
  16. Corbett C. and Claridge G.S., Key Manufacturing Capability Elements and Business Performance, Int. J. of Production Research, 40(1), 109-131 (2002)
  17. Kathuria R., Partovi F.Y. and Greenhaus J.H., Leadership practices, competitive priorities, and manufacturing group performance, Int. J. of Operations and Production Management, 30(9-10), 1080-1105 (2010)
  18. Brown S., Squire B. and Blackmon K., The Contribution of Manufacturing Strategy Involvement and Alignment to World-Class Manufacturing Performance, Int. J. of Operations and Production Management, 27(3), 282-302 (2007)
  19. Ketokivi M.A. and Schroeder R., Manufacturing Practices, Strategic Fit and Performance a Routine-based view, Int. J. of Operations and Production Management, 24(2), 171-191 (2004)
  20. Cua K.O., McKone K.E. and Schroeder R.G., Relationships between implementation of TQM, JIT, and TPM and manufacturing performance, J. of Operations Management, 19, 675-694 (2001)
  21. Peng D.X., Schroeder R.G. and Shah R., Competitive priorities, plant improvement and innovation capabilities, and operational performance, A test of two forms of fit, Int. J. of Operations and Production Management, 31(5), 484-510 (2011)
  22. Kim J.S. and Arnold P., Operationalizing Manufacturing Strategy: An Exploratory Study of Construct and Linkage, Int. J. of Operations and Production Management, 16(12), 45-73 (1996)
  23. Swamidass P.M. and Newell W.T., Manufacturing Strategy, Environmental Uncertainty and Performance: A Path Analytical Model, Management Science, 33(4), 509-524 (1987)
  24. Avella L., Fernández E. and Vázquez C.J., Análisis de las Estrategias de Fabricación como Factor Explicativo de la Competitividad de la Gran Empresa Industrial Española, Cuadernos de Economía y Dirección de la Empresa, 4, 235-258 (1999)
  25. Acur N., Gertsen F., Sun H. and Fick J., The formalisation of Manufacturing Strategy and its Influence on the relationship between competitive objectives, improvement goals, and action plans, Int. J. of Operations and Production Management, 23(10), 1114-1141 (2003)
  26. Boyer K.K. and McDermott C., Strategic Consensus in Operations Strategy, J. of Operations Management, 17(2), 289-305 (1999)
  27. Rho B.H., Park K. and Yu Y.M., An International Comparison of the Effect of Manufacturing Implementation Gap on Business Performance, Int. J. of Production Economics, 70, 89-97 (2001)
  28. Amoako-Gyampah K. and Acquaah M., Manufacturing Strategy, Competitive Strategy and Firm Performance, Int. J. of Production Economics 111, 575-592 (2008)
  29. Vickery S.K., Dröge C. and Markland R.E., Dimensions of Manufacturing Strength in the Furniture Industry, J. of Operations Management, 15(4), 317-330 (1997)
  30. Brown S., Squire B. and Lewis M., The impact of inclusive and fragmented operations strategy processes on operational performance, International J. of Production Research, 48(14) 4179-4198 (2010)
  31. Lehmann D.R., Gupta S. and Steckel J.H., Marketing Research, New York: Addison-Wesley, New York (1999)
  32. Bollen K. Structural Equations with Latent Variables. New York: John Wiley and Sons (1989)
  33. Joshi M.P., Kathuria R. and Port S.J., Alignment of Strategic Priorities and Performance: An Integration of Operations and Strategic Management Perspective, J. of Operations Management, 21, 353-369 (2002)
  34. Demeter, K. Manufacturing Strategy and Competitiveness, Int. J. of Production Economics 81-82, 205-213 (2003)