Output flexibility—A competitive advantage for small firms

Fiegenbaum, Avi; Karnani, Aneel

doi:10.1002/smj.4250120203

Cited by 351 publications

(242 citation statements)

References 20 publications

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“…Larger firms are more likely to have formalized routines, policies, and structures in place that impede implementation of HRM practices. In fact, smaller firms have been found to be more flexible (Fiegenbaum & Karnani, 1991;Levy & Powell, 1998) and experience less inertia (Hannan & Freeman, 1984) than larger firms. Further supporting our notion, Garrison (2009) found that organization size impeded organizational response capability on the early adoption of disruptive technology, with larger firms having fewer early adoptions.…”

Section: The Moderating Role Of Firm Sizementioning

confidence: 99%

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Richard¹,

Roh

Pieper

2013

Human Resource Management

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Invoking strategic human resource management (SHRM) theory and tenets of the resource‐based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two‐year period, our results suggest that minority opportunity‐based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated.

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Section: The Moderating Role Of Firm Sizementioning

confidence: 99%

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

Richard¹,

Roh

Pieper

2013

Human Resource Management

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“…Sethi and Sethi (1990), expanding on B rowne's (1984) proposition, suggestthat volumeflexibility could be measured by the range of volumes in which the firm can run profitably. Fiegenbaum and Karnani (1991) actually measure volume flexibility as the standard deviation of annual sales. They focus on studying the relationship between volume flexibility, firm size, and profitability using aggregate data from the COMPUSTAT database.…”

Section: Flexibility Measurementmentioning

confidence: 99%

“…The second group deals with the relationship between flexibility and performance, and includes a few studies that present data to support their claims. Examples are Jaikumar (1986), Tombak (1988), Tombak and de Meyer (1988), and Fiegenbaum and Karnani (1991). The third group deals with historical and economic analyses of flexibility, and tends to view flexibility as an attribute of importance for the competitiveness of a firm, industry, or country.…”

Section: Introduction'mentioning

confidence: 99%

An Empirical Study of Manufacturing Flexibility in Printed Circuit Board Assembly

Suárez

Cusumano

Fine

1996

Operations Research

250

270

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This paper begins with a literature review and framework for analyzing different types of flexibility in manufacturing and how plants can implement each type in different ways. Next, we examine some of the propositions in the framework using data from 31 printed circuit-board plants in Europe, Japan, and the United States. Our findings include the following: (1) More automation is associated empirically with less flexibility, as found in other studies. (2) Non-technology factors, such as high involvement of workers in problem-solving activities, close relationships with suppliers, and flexible wage schemes, are associated with greater mix, volume, and new-product flexibility. (3) Component reusability is significantly correlated with mix and new-product flexibility. (4) Achieving high mix or new-product flexibility does not seem to involve a cost or quality penalty. (5) Mix and newproduct flexibility are mutually reinforcing and tend to be supported by similar factors.(6) Mix flexibility may reduce volume fluctuations, which may theoretically reduce the need for volume flexibility. Based on our analysis and findings, we then suggest several new strategic insights related to the management of flexibility and some potentially fruitful areas for further theoretical and empirical research.

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“…Hall and Weiss [29] found a positive relation between firm size and profitability for Fortune 500 firms. Similarly, study by Fiegenbaum and Karnani [30] found a positive relation between firm size and profitability. As no previous studies were dedicated to studying the impact of capital structure determinants of information technology companies in Bangladesh, this paper explores this spectrum.…”

Section: Literature Reviewmentioning

confidence: 75%

Firm Profitability and Capital Structure: An Empirical Study on the Listed It Companies of Bangladesh

2018

ABLE-18, ICLHESS-18 &Amp; MLEIS-18

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Background of the StudyCapital Structure is imperative in ensuring sound financial management and profitability of a company. Since one of the key responsibilities of financial managers is to maximize shareholders' wealth, finding the right mix of financial instruments to fund the operation of the business is quintessential to enhance its growth and profitability [1]. Weston and Brigham [2] defined capital structure as the permanent financing of the firm represented by long-term debt, preferred stock and net worth. The capital structure of the company is a mix of various financial securities, i.e. issuing of large amount of debt (leverage), arranging lease financing, using warrants, convertible bonds, swaps, equity or a combination of other securities to best fit its financial needs. The objective is to collaborate a mix of instruments with the lowest cost that will maximizes overall market value of the company. Planning a capital structure involves the consideration of shareholders' interests; the risk associated with each funding choice; and the significant effect if would have in appropriating funds for immediate and future projects [3].Traditionally, financial advisers and experts have constantly argued on how a company's leverage affects the firm value, with numerous findings on both sides of the spectrum [4] [5]. Most research [6][7][3][4] focused on all listed companies irrespective of industry and showed the significance of leverage, current ratio, cash ratio, tax rate and size on the performance of firms. However, no one optimal capital structure could be determined, as profitability and capital structure tend to vary for firms: operating in different industry; of variable size; and, operating in diverse economies [7].

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Output flexibility—A competitive advantage for small firms

Cited by 351 publications

References 20 publications

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

An Empirical Study of Manufacturing Flexibility in Printed Circuit Board Assembly

Firm Profitability and Capital Structure: An Empirical Study on the Listed It Companies of Bangladesh

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