A resource‐based view of manufacturing strategy and the relationship to manufacturing performance

Schroeder, Roger G.; Bates, Kimberly; Junttila, Mikko

doi:10.1002/smj.213

Cited by 563 publications

(456 citation statements)

References 53 publications

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“…Specific examples of previous research include; the examination of capability development (Henderson and Cockburn, 1994;McGrath et al, 1995;Teece et al, 1997), and the use of capabilities to achieve cost reduction, higher quality and greater flexibility in manufacturing (Schroeder et al, 2002).…”

Section: Organisational Capabilitiesmentioning

confidence: 99%

In search of the drivers of high growth in manufacturing SMEs

2006

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Though considerable attention in the extant literature has been devoted to growth and performance of firms, there is a dearth of research on high growth firms. Furthermore, the majority of literature in this area focuses on large firms while research on high growth small firms is underdeveloped. This paper investigates the drivers of high growth in manufacturing SMEs. Following a number of focus group interviews with six managing directors of manufacturing firms, a number of drivers of high growth were identified and investigated in a sample of 207 manufacturing SMEs. The results of this study indicate that high growth firms place a greater emphasis on external drivers such as strategic orientation, their operating environment and the use of e-commerce compared with firms having static or declining sales. The analysis shows that high growth firms compete largely on the basis of price. While high growth firms have increased their sales by over 30% during the past three years or longer, it is questionable if manufacturing firms can sustain their competitive advantage without recourse to greater research and development, and innovation in the longer term.

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Section: Organisational Capabilitiesmentioning

confidence: 99%

In search of the drivers of high growth in manufacturing SMEs

2006

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“…Three construct categories that are, business processes, reputational resources and firm performance constructs along with an additional control variable category was used as the measurement instrument. The questionnaire was consisted of a total number of 27 items: 9 items to measure the effects of business processes that include the questions with regard to intranet, EDI, ERP, SCM, and CRM [25,16,17], 8 items to measure the effects of reputational resources that include the questions with regard to brand name, corporate image, customer service reputation, and product/service reputation [12,36,13], 5 questions to control the effects of industry structure factors [37], 3 questions to measure market and financial performance [38], and 2 questions for the demographics (age and size).…”

Section: Methodsmentioning

confidence: 99%

The Use of Business Processes as a Source of Competitive Advantage: Evidence from a High Velocity Market

Kamaşak

Yavuz

2016

Mar. J. Pure Appl. Sci.

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Consistent with resource-based theory (RBV), business processes have had significant effects on firm performance. An examination of the resource-based view literature leads to the identification of business processes that are associated with the systems (e.g., intranet, EDI, and ERP) which support inter-functional coordination of activities for acquiring supplies and other raw materials along with optimising logistics and warehousing activities (e.g., supply chain systems), and other IT-based activities that help information processing about customers and markets (e.g., CRM). Business processes are internal in nature unlike other intangible resources (i.e., reputational resources such as corporate reputation and brand). Resources that are internal in nature can be difficult for competitors to replicate since it possesses the conditions of asset specificity and time compression diseconomies. Therefore, they may provide greater contribution to firm performance compared to other resources that are developed externally. This study aims to analyse the relative impact of business processes on firm performance compared to reputational resources. Hence, a self-administrated questionnaire was conducted on a sample of 161 Turkish firms which operate in different industries. The regression analysis results showed that whilst business processes provided greater contributions to the profitability and market share figures compared to reputational resources, no greater contribution was found on the sales turnover figures.

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“…In terms of competitive analysis, the resource-based view of the firm has been widely used in the strategic management literature in general (Conner, 1991;Barney, 2001) and has shown great potential in operation management research in particular (Coates and McDermott, 2002;Schroeder et al, 2002). The essence of the resource-based view lies in its conceptualisation of the firm as a "bundle of resources" (Penrose, 1959;Wernerfelt, 1984).…”

Section: Competitive Advantage and Toyota Production Systemmentioning

confidence: 99%

Company-specific production systems and competitive advantage

Netland

Aspelund

2013

International Journal of Operations &Amp; Production Management

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Purpose: In order to improve competitiveness on a global scale, multinational enterprises increasingly develop a company-specific Production System (XPS) and deploy it in their worldwide operations. An XPS is synonymous with a tailored corporate-wide improvement programme. The purpose of this paper is to explore the circumstances under which an XPS can provide a competitive advantage. Methodology:We use an explorative case study methodology to investigate the link between the establishment of an XPS and competitive advantage. Specifically we investigate the part of the Volvo Group's globally implemented Volvo Production System (VPS) that aim to improve the manufacturing processes worldwide. Due to its historical trajectories, Volvo constitutes a unique case for studying the trend and effects of XPS. The resource-based view of the firm provides the theoretical foundation for our analysis. Findings:We conclude with four research propositions. P1: In industries with widespread XPS implementation, an XPS is a necessary resource for achieving competitive parity; P2a:Early-starters get an instant temporary competitive advantage; P2b: Late-starters can achieve a temporary competitive advantage if they implement an XPS at a faster speed than competitors; and P3: An XPS can provide a sustainable competitive advantage if it has a superior fit with other path-dependent resources in the organisation. Research limitations/implications:We propose an updated VRIO-model, which is better suited for understanding the relations between an XPS and competitive advantage. The major limitation of the study is the single-case design, which complicates generalisation from the VPS to an XPS of the propositions set forward. Originality/value: Despite the significant trend in modern operations management, companyspecific Production Systems have received remarkably limited attention from academia except for the Toyota Production System. Presumably, this is the first paper to discuss the recent trend of XPS and its contribution to competitive advantage.

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A resource‐based view of manufacturing strategy and the relationship to manufacturing performance

Cited by 563 publications

References 53 publications

In search of the drivers of high growth in manufacturing SMEs

In search of the drivers of high growth in manufacturing SMEs

The Use of Business Processes as a Source of Competitive Advantage: Evidence from a High Velocity Market

Company-specific production systems and competitive advantage

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