The environmental dimension in the context of the operations strategy of the São Paulo’s ABC region automotive manufacturers

Abstract

Purpose -This paper aims to analyze the insertion of the environmental dimension in the operations strategy of three automotive manufacturers belonging São Paulo's ABC region, and how it can impact the operations field's competitive performance.Design/methodology/approach -Descriptive, exploratory multiple case study.Findings -There is an alignment between companies with regard to the performance indicators of the environmental dimension and to competitive priorities. We observed concern as to the social aspect of sustainability. Companies are designing socially fair production systems, in which work safety and occupational health are seen as strategic factors that contribute to competitive performance in the field of operations.Originality/value -One theoretical contribution is the proposal of a conceptual model that aims to fill a gap in literature concerning the lack of alignment between the operations strategy and environmental management, which can, in turn, hinder or even underestimate the understanding of the role of the operations field in the quest for competitive advantage.

Corporate, operational, and information systems strategies: Alignment and firm performance

“…Operational strategy involves a combination of decisions and actions (Barnes, 2002) based on competitive priorities (Scur & Heinz, 2016) and aimed at creating an effective and efficient organizational system capable of implementing corporate strategy (Maia, Cerra, & Alves Filho, 2005;Vörös, 2010). When intentionally aligned with corporate and operational strategies, an IS strategy can be a source of competitive advantage (Delery & Doty, 1996;Tallon & Pinsonneault, 2011).…”

“…Previous studies on strategic management have indeed suggested that strategic alignment greatly determines business performance (Cao & Hoffman, 2011;Cao & Schniederjans, 2004;Dawley, Hoffman, & Lamont, 2002;Joshi, Kathuria, & Porth, 2003;Lingle & Schiemann, 1996;Schniederjans & Cao, 2009). Aligning strategy and operations is assumed to be a key determinant of firm performance and competitive advantage (Balau, 2015;Scur & Heinz, 2016). More specifically, an effectively aligned IS strategy correlates positively to information technology (IT) infrastructure development, which in turn arguably shapes business models and impacts firm performance (Baker, Jones, Cao, & Song, 2011; Bharadwaj, El Sawy, Pavlou, & Venkatraman, 2013; Choe, 2016; Peppard, Galliers, & Thorogood, 2014).…”