Environmental turbulence, strategic orientation

Stonebraker, Peter W.; Liao, Jianwen

doi:10.1108/01443570410558067

Cited by 58 publications

(59 citation statements)

References 30 publications

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“…The contingency view suggests that the alignment of the supply chain structure, processes, interrelationships, and governance with the supply chain environment would lead to superior performance (Qrunfleh and Tarafdar, 2014;Stonebraker and Liao 2004;Fisher, 1997;Drazin et. al., 1985).…”

Section: H2 Integration Of Planning Across the Global Supply Networkmentioning

confidence: 98%

Comparison of integrated and local planning approaches for the supply network of a globally-dispersed enterprise

Acar

Atadeniz

2015

International Journal of Production Economics

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Section: H2 Integration Of Planning Across the Global Supply Networkmentioning

confidence: 98%

Comparison of integrated and local planning approaches for the supply network of a globally-dispersed enterprise

Acar

Atadeniz

2015

International Journal of Production Economics

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“…Subsequently, decision criteria should aim to consider net revenue maximisation, total emissions minimisation and total risk minimisation, not just for the focal operations within a company but also for the whole supply chain, i.e. to include the supplier's suppliers and customer's customers (Liu andYoung 2004, Stonebraker andLiao 2004). To manage the complexity of global decision-making, it is suggested that both MCDA and LCA methodologies be explored coherently to improve the decision makers' scientific judgements.…”

Section: Future Research Directionsmentioning

confidence: 99%

State-of-the-art sustainability analysis methodologies for efficient decision support in green production operations

Liu

Leat

Smith

2011

International Journal of Sustainable Engineering

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Over the last three decades, new concepts, strategies, frameworks and systems have been developed to tackle the sustainable development issue. This paper reviews the challenges, perspectives and recent advances in support of sustainable production operations decision-making. The aim of this review is to provide a holistic understanding of advanced scientific analysis methodologies for the evaluation of sustainability, to provide efficient decision support. Over 100 publications have been analysed, and a characterisation of state-of-the-art sustainability analysis methodologies has been produced, which includes life cycle assessment and multi-criteria decision analysis (MCDA), along with their applications to three key areas of production operations: sustainable design, sustainable manufacture and sustainable supply chain management. Distribution of existing work is discussed and future research directions are elicited from the literature. The paper finds three trends in supporting sustainable production operations decisions: (a) sustainability analysis has moved to whole life cycle assessment from single-stage assessment, (b) sustainability analysis has shifted away from single criterion to MCDA and (c) sustainability analysis has evolved from stand-alone approaches to integrated systematic methodologies. The paper concludes that integrated sustainability analysis can provide more efficient and effective support to complex decisionmaking in sustainable production operations.

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“…Organisational response to environmental turbulence and volatility requires a realignment of competitive priorities (Stonebraker and Liao, 2004). Ward et al (1996) suggest a relationship exists between organisational structure and strategy, manufacturing priorities and the external business environment, with manufacturing priorities occupying a middle position and being subject to influence both internally and externally.…”

Section: Small and Medium Enterprises Strategic Response To Environmementioning

confidence: 99%

Environmental turbulence: impact on UK SMEs’ manufacturing priorities

Sainidis

Robson

2016

MRR

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Purpose: This paper aims to assess the impact of 2008 recession (Great Recession)-led environmental turbulence on the manufacturing small and medium enterprise (SME) sector and its related competitive priorities. Design/methodology/approach: A mixed methods research strategy, consisting of a survey of 104 manufacturing SMEs located in the UK, complemented by 17 in-depth interviews with senior management representatives from this survey group. Findings: Senior managers have prompted a realignment of competitive manufacturing priorities accounting for external financial and market conditions. Differing competitive priorities postrecession are given to various areas of manufacturing decision-making, the greatest impact being on manufacturing costs. Manufacturing flexibility, performance in meeting customer deliveries and enhancing supplier selection are merited to increase priority with relatively little change for process technology, quality and environmental practices. Research limitations/implications:The sample of survey participants was relatively small, therefore prohibiting an assessment of differences in competitive priorities by sub-sectors of manufacturing SMEs. This was offset by a healthy number of informative, in-depth interviews that provided a richness of examples and insight into the shifting priorities for the sector. Practical implications: Clear priorities have emerged around reducing manufacturing costs, being more flexible in manufacturing and improving outward performance relating to customers and suppliers. Originality/value: This builds on established manufacturing strategy constructs and points to necessary competitive priority realignment focused on the performance areas listed above.

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Environmental turbulence, strategic orientation

Cited by 58 publications

References 30 publications

Comparison of integrated and local planning approaches for the supply network of a globally-dispersed enterprise

Comparison of integrated and local planning approaches for the supply network of a globally-dispersed enterprise

State-of-the-art sustainability analysis methodologies for efficient decision support in green production operations

Environmental turbulence: impact on UK SMEs’ manufacturing priorities

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