Researchers agree on the importance of manufacturing flexibility but are somewhat divided on the dimensions of this important construct. This paper seeks to find a middle‐ground by working toward a generally acceptable taxonomy of manufacturing flexibility dimensions. The authors build on extant literature and propose a theoretically grounded operationalization of the manufacturing flexibility construct. Operational measures of manufacturing flexibility dimensions are identified and tested on a sample of 240 manufacturing firms. Results indicate good support for the theorized taxonomy.

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This research investigates the relationship between manufacturing strategy, business strategy and firm performance in a mature industry. Past research is synthesized, and a parsimonious conceptual framework is developed. The framework is then tested on a sample of 85 firms in the broadwoven hbric industry (SIC 2211). The results show a significant relationship between the business strategy and the manufacturing strategy of the firm. They support the alguznent found in the literature that functional level strategies should support business level strategies. A significant relationship was also found between manufacturing strategy and performance of the firm. In particular, the manufacturing function's quality assurance process and its ability to deliver a quality product/service were found to correlate significantly with firm performance. Implications of the findings are discussed. Keywords: Operations strategy; Manufacturing/operations interface; Technology management; Empirical research ' Corresponding author. Tel: (817) 565..2236. Fax: (817) 565-4394. Elsevier Science B.V. SSDI 0272-6963(95)00006-2

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The study contrasts foreign market entry behavior of small and large service firms. The sample consisted of 141 firms of which 54 were small firms and 87 were larger firms. The study provides empirical evidence that the behavior of small firms differs from that of larger firms mainly in service industries characterized by higher capital intensity. It also suggests that at lower levels of capital intensity, small firm behavior may resemble that of larger firms. More specifically, In industries characterized by lower levels of capital Intensity, small service firms are as likely as their larger counterparts to enter culturally distant markets and to choose foreign direct Investment (FDI) modes of entry. But, at higher levels of capital Intensity, small service forms are less likely than larger ones to enter culturally distant markets, and to choose FDI modes of entry.