Competitive Priorities: Investigating the Need for Trade‐offs in Operations Strategy

Abstract

A heated debate continues over the need for trade‐offs in operations strategy. Some researchers call for plants to focus on a single manufacturing capability and devote their limited resources accordingly, while others claim that advanced manufacturing technology (amt) enables concurrent improvements in quality, cost, flexibility, and delivery. Yet there is little empirical evidence for or against the trade‐off model. In response, this study addresses the question: “To what extent do manufacturing plants view competitive priorities as trade‐offs?” We employ survey data collected from managers and operators in 110 plants that have recently implemented AMT. Our findings suggest that trade‐offs remain. However, perceived differences in competitive priorities are subtle and may vary across levels of the plant hierarchy.

Process design principles in service firms: Universal or context dependent? A literature review and new research directions

“…While there has been significant interest in contingency questions in the manufacturing strategy area (Bozarth and McDermott, 1998;Boyer et al, 2000;Boyer and Lewis, 2002;Boyer et al, 2005), few studies have focused on the relationship between BPM principles and service strategy. The limited academic research focusing on process management in relation to the strategic context of service organisations is a serious anomaly given the importance of service activities in modern economies.…”

Researching at the Intersection of Innovation, Operations Management, and Entrepreneurship

“…These process opportunities could in turn represent a dynamic capability as they aid the firm in identifying other potential opportunities. Process improvements like these-including potential enhancements in individuals' ability to recognize opportunities to develop a new product, enter a new market, or improve a process-can stem from changes in manufacturing technology (Boyer & Lewis, 2002;Gaimon & Morton, 2005) as well as upgrades in supply chain management systems (Dutta, Lee, & Whang, 2007;Elmaghraby, 2007), service business models (Kastalli & Van Looy, 2013), and workforce management techniques (Gaimon, 1997;Vivares, Sarache Castro, & Naranjo-Valencia, 2016).…”

The relationships between firm’s strategy, resources and innovation performance: resources-based view perspective

“…Some other studies have also begun to recognise innovativeness as a key supplier selection criterion in addition to more commonly used criteria (i.e. quality, cost, delivery, and flexibility) (Bhoovaraghavan et al 1996, Boyer andLewis 2002). This strongly indicates an increased understanding of strategic alliances with suppliers with the goal of enhancing organisational competitiveness through innovation.…”