An Empirical Study of the Alignment Between Manufacturing and Marketing Strategies

Weir, Kellyn; Kochhar, A. K.; LeBeau, S. A.; Edgeley, D.G.

doi:10.1016/s0024-6301(00)00079-0

Cited by 42 publications

(42 citation statements)

References 11 publications

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“…For instance, a business which follows differentiation strategy and pays much attention to the quality of its products must use more expensive and higher quality products in functional production units and employ skilful and efficient personnel in human resources unit. Generally, it can be said that most large companies have documented functional strategies (Weir et al, 2000). In other words, medium and small companies do not have documented and developed functional strategies.…”

Section: Levels Of Strategymentioning

confidence: 99%

“…Horizontal alignment refers to the relationship between the functional unit and other functional units. Strategic alignment among organization's functional units plays a significant role in the competitive success of the organization, but few applied researches have been done on this issue (Weir et al, 2000).…”

Section: Horizontal Alignmentmentioning

confidence: 99%

“…By studying the alignments between marketing and production strategies, Weir et al (2000) have found out that there is a weak relationship between production and marketing strategy and have stressed the need for developing a methodology for this purpose. In Rhee and Mehra (2006) studies, organizational performance is depended on the proportion between operations and marketing strategies.…”

Section: Horizontal Alignmentmentioning

confidence: 99%

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Alignment in the organizations strategy window (concentration on business strategy and operations strategy)

Salimian¹,

Khalili²,

Nazemi³

et al. 2012

Afr. J. Bus. Manage.

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Nowadays, strategy is defined at corporate, business and functional level. The success of the organizations depends not only on developing strategies at these levels but also alignment between them. In this paper, by delineating strategy levels and their differences, a window called organization's strategy window is introduced and then the concept of alignment and the method of alignment in the organization's strategic window are explained. Strategic alignment is divided into the two types: vertical alignment (alignment between business strategy and functional strategy) and horizontal alignment (alignment between functional units) and the vertical alignment of the functional strategy of operations and business strategy is explained in detail. An overview of the proposed approaches and studies in the field of alignment indicates that organizations that have created a suitable alignment between the elements of their strategy have a high performance. Therefore, a direct relationship between strategic alignment and performance can be defined.

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Section: Levels Of Strategymentioning

confidence: 99%

Section: Horizontal Alignmentmentioning

confidence: 99%

Section: Horizontal Alignmentmentioning

confidence: 99%

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Alignment in the organizations strategy window (concentration on business strategy and operations strategy)

Salimian¹,

Khalili²,

Nazemi³

et al. 2012

Afr. J. Bus. Manage.

View full text Add to dashboard Cite

show abstract

“…Based on Bantel (1998) and Piasecki (1998), the sample also was divided as to the period of existence (from starting up) on the market: 13.7% organizations existed up to 5 years; 55.5% from 6-13 years; 3.4% from 14-21 years; 27.4% existed over 22 years. The number of employees in the samples is as follows (such a range extent was used by Weir, Kochhlar, LeBeau, and Edgeley, 2000): 1-50 employees ϭ 40.2%; 51-100 employeesϭ5.1%; 101-250 employees ϭ 15.4%; 251-500 employees ϭ 12%; from 501-1000 employees ϭ 6%; from 1001-1500 employees ϭ 3.4%; over 1501 employees ϭ 17.9%. The researched companies differed as to annual gross revenues.…”

Section: Samplementioning

confidence: 99%

Organizational entrepreneurship: Theoretical background, some empirical tests, and directions for future research

Bratnicki

2004

Hum Ftrs & Erg Mfg Svc

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The widely held contemporary perspective on entrepreneurship is dangerously premature. Currently existing theories are insufficient to understand the dynamic interplay among entrepreneurship, the state, and external environment forces, as well as the organization's capacity to facilitate entrepreneurship and resulting effectiveness. In this exploratory paper I identify organizational architecture variables that help to shape a firm's entrepreneurship. The topic of organizational enablers is introduced. The primary purpose of the investigation falls under a category of exploration of dialectics' potential for entrepreneurship theory and development concept that refers to strategic contradictions, organizational enablers, and entrepreneurial behaviors. In particular, it focuses on understanding the organizational context of entrepreneurship and understanding the entrepreneurial reconciliation made by managers who seek to increase their company's growth. I investigate empirically how reconciliation of primary and secondary contradictions is related to entrepreneurial behaviors. The in-depth examination of organizational enablers and entrepreneurial behavior is only one example of how a dialectical approach can reshape our understanding of the complex, multilevel entrepreneurship process, which may have less to do with the behavior of individual members than with impersonal and seemingly insignificant forces. Finally, implications for future research are discussed.

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“…In such a situation, the manufacturer can be a formidable competitive weapon if, incorporates into different departments decisions. In particular, it has proposed that alliance between marketing and operation functions can makes the company more flexible in facing environmental changes (Shapiro 1977;Weir et al 2000;Kahn and Mentzer 1998). This notwithstanding, much of the body of literature about this issue shows, marketing leads tend to focus outwardly on consumer and advertising issue and they may shy away from technical issue.…”

Section: Introductionmentioning

confidence: 99%

Joint pricing and production management: a geometric programming approach with consideration of cubic production cost function

et al. 2014

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Coordination and harmony between different departments of a company can be an important factor in achieving competitive advantage if the company corrects alignment between strategies of different departments. This paper presents an integrated decision model based on recent advances of geometric programming technique. The demand of a product considers as a power function of factors such as product's price, marketing expenditures, and consumer service expenditures. Furthermore, production cost considers as a cubic power function of outputs. The model will be solved by recent advances in convex optimization tools. Finally, the solution procedure is illustrated by numerical example.

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An Empirical Study of the Alignment Between Manufacturing and Marketing Strategies

Cited by 42 publications

References 11 publications

Alignment in the organizations strategy window (concentration on business strategy and operations strategy)

Alignment in the organizations strategy window (concentration on business strategy and operations strategy)

Organizational entrepreneurship: Theoretical background, some empirical tests, and directions for future research

Joint pricing and production management: a geometric programming approach with consideration of cubic production cost function

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