Manufacturing Strategy – Plans and Business
Performance

Tunälv, Claes

doi:10.1108/01443579210008097

Cited by 62 publications

(40 citation statements)

References 13 publications

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“…Tunalv [34] Comparison between businesses with Priorities and without formalized MS plans. Data from the SMFP Tunalv [62] Swedish Manufacturing Futures Formulation Surveys (Horte et al)…”

Section: Leonard-barton Andmentioning

confidence: 99%

Manufacturing strategy: propositions, current research, renewed directions

Swink

Way

1995

International Journal of Operations &Amp; Production Management

154

140

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IntroductionManufacturing strategy (MS) has received a great deal of theoretical and anecdotal treatment for well over 20 years. At the time the reviews of MS literature were written by Anderson et al. [1] and Adam and Swamidass[2], empirical research was in its infancy. Although the quantity of empirical work has grown tremendously in the years since, researchers have still only begun to substantiate or refute theories developed over the past three decades. This article examines the work in each of the major areas of MS by comparing and contrasting empirical studies to the propositions set forth by earlier writers. For each area, the adequacy of existing research and problems inherent to the types of research accomplished to date is discussed. Finally, conclusions are drawn about the present state of manufacturing strategy research and recommendations are made for future research directions.

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“…Tunalv [34] Comparison between businesses with Priorities and without formalized MS plans. Data from the SMFP Tunalv [62] Swedish Manufacturing Futures Formulation Surveys (Horte et al)…”

Section: Leonard-barton Andmentioning

confidence: 99%

Manufacturing strategy: propositions, current research, renewed directions

Swink

Way

1995

International Journal of Operations &Amp; Production Management

154

140

View full text Add to dashboard Cite

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“…The benefits of fully linking long-term corporate, marketing and manufacturing strategies and making plans jointly in an holistic approach cannot be underestimated. Tunälv (1992), for example, showed in an empirical study that companies with a manufacturing strategy derived from the corporate strategy and marketing plan emphasize quality programmes and other preventive actions to a higher extent and are more profitable than companies without such a manufacturing strategy. Hayes and Pisano (1994) consider that one of the key factors behind Japan's success is that Japanese companies have a clear, interlinked and holistic integration from marketing to manufacturing.…”

Section: Goals and Strategymentioning

confidence: 99%

The status of maintenance management in Swedish manufacturing firms

Jönsson

1997

Journal of Quality in Maintenance Engineering

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Presents a model of five linked maintenance management components (strategy, human aspects, support mechanisms, tools/techniques and organization). Analyses the present status of these components in Swedish manufacturing firms through a survey of 284 respondents. Shows that fewer than half have written maintenance strategies or computerized maintenance information systems and several give maintenance low status. The figures are lowest in small firms and in the timber industry. Preventive maintenance at fixed intervals and corrective maintenance are the most common maintenance techniques. However, condition monitoring is common in large paper and chemical firms. Also indicates that Swedish firms have not fully made maintenance a company‐wide issue, and that centralized maintenance departments dominate resources in large firms, but outsourcing has become important in small firms. Many of these figures are considered not to be optimal, but the average firm should be able to improve.

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“…This study used the most common internal consistency method to assess the scale's reliability (Cronbachs alpha). Generally, the acceptable criterion for the Cronbach's alpha value is 0.6 Tunälv (1992), Kim and Arnold (1996), Avella (1999), Christiansen et al (2003) Production planning and stock management Avella et al (1999), Narasimhan et al (2005), Prajogo and McDermott (2008),…”

Section: Reliability Assessment and Scale Validitymentioning

confidence: 99%

How hotels compete on the basis of competitive priorities and their relationship with infrastructural and structural decisions

Espino‐Rodríguez

2015

Serv Bus

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This paper aims to investigate how hotels compete on the basis of competitive priorities. First, the study analyzes the relationship between competitive priorities and structural and infrastructural decisions. Second, it develops a taxonomy of hotels based on their emphasis on several competitive priorities. Finally, after identifying the groups of hotels according to their competitive priorities, their differences are analyzed regarding the importance and emphasis that they endow to operations decisions. Sixty-five hotels are surveyed, and valid instruments are designed to measure competitive priorities and operations decisions. The results show a positive relationship between competitive priorities, and each structural and infrastructural decision analyzed. Findings indicate that the three groups of hotels emphasize different sets of competitive priorities: cost and flexibility, ''Do all'' hotels, and quality and service. Finally, the results show significant differences among the groups of hotels in their emphasis on infrastructural and structural decisions. The consequences of competing in each of the categories of hotels are considered in the paper.

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Manufacturing Strategy – Plans and Business Performance

Cited by 62 publications

References 13 publications

Manufacturing strategy: propositions, current research, renewed directions

Manufacturing strategy: propositions, current research, renewed directions

The status of maintenance management in Swedish manufacturing firms

How hotels compete on the basis of competitive priorities and their relationship with infrastructural and structural decisions

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