Production Competence and Business Strategy: Do They Affect Business Performance?

Vickery, Shawnee K.; Dröge, Cornelia; Markland, Robert E.

doi:10.1111/j.1540-5915.1993.tb00482.x

Cited by 389 publications

(362 citation statements)

References 35 publications

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“…Feng et al (2009) Operations capabilities might have a significant impact on corporation's performance because of different rates of adaptation of capabilities (Krasnikov and Jayachandran, 2008). Some previous studies support that operations capabilities have varied influence on financial performance depending on other characteristics of firms such as efficiency (Vickery et al, 1993;Ortega and Villaverde, 2008;Song et al, 2007;Song et al, 2005). The hotels with proactive operations have better performance than those with conservative operations.…”

Section: Operations Capabilitymentioning

confidence: 99%

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Ramanathan

Zhang

2016

International Journal of Production Economics

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This study examines the impacts of marketing capability, operations capability, environmental capability and diversification strategy on performance of hotel industry in the UK.We conceptualize these impacts by drawing on the resource-based-view of a firm as the theoretical underpinning. We use the financial archival data and information obtained from websites. We use content analysis, regression analysis and Data Envelopment Analysis (DEA). Our results show that operations capability and environmental capability have significant positive effects on performance, marketing capability has a significant negative impact but diversification strategy does not impact on performance. Additionally, there is no evidence of the moderating effects of efficiency on these impacts. Our study suggests that hotel industry in the UK ought to focus on developing operations and environmental capabilities especially by exploiting the synergies between them but reduce excessive reliance on marketing. This paper makes two important contributions to the literature. First, it applies a framework linking the three capabilities (operations, marketing and environment) and diversification to the specific case of the hotel industry. Second, unlike similar previous studies, ours is the first to incorporate environmental capabilities in the analysis.

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Section: Operations Capabilitymentioning

confidence: 99%

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Ramanathan

Zhang

2016

International Journal of Production Economics

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“…A response rate above 40 per cent is often considered necessary (Flynn et al, 1990), even though much recent empirical research in manufacturing shows lower response rates (e.g. Miller and Roth, 1994;Vickery et al, 1993) Instrument and data analysis The respondents from different industry sectors were grouped according to their size (number of employees). This resulted in a total of 18 groups of with the TPM philosophy.…”

mentioning

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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“…Within OM, it has long been argued that there must be synergistic processes to integrate strategic business and operations issues (Anderson et al 1989) and the link between operations strategy and business performance has been established both conceptually as well as empirically in previous research (Skinner, 1969;Hayes and Wheelwright, 1984;Vickery et al, 1993;Ward et al, 1994). For sport, it would thus seem plausible, that linking competition, business and OM strategies would improve overall organizational effectiveness.…”

Section: Strategymentioning

confidence: 99%

Should we try out for the major leagues? A call for research in sport operations management

Kauppi

Moxham

Bamford

2013

International Journal of Operations &Amp; Production Management

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Purpose – Research related to operations management (OM) in the sport industry is underdeveloped, despite sport being a continued context of study in other management disciplines. Most studies on the topic are conducted largely in isolation and not linked to the wider OM theory base. This paper aims to provide a comprehensive understanding of the few studies conducted and develop a detailed research agenda to encourage future research in this interesting, important and topical context. Design/methodology/approach – This paper uses a comprehensive systematic literature review methodology to synthesize the research on sport OM to date. Gaps within the literature are identified and avenues for future research to drive improved performance in multiple aspects of sport OM are suggested. Findings – Examination of the literature shows sports OM to be underdeveloped, with little cumulative learning between existing studies and weak linkages between sport and OM research. To develop the topic further there is a clear requirement for more theory-based research as well as more rigorous empirical testing. The sport industry has special characteristics that differentiate it from the overall service industry and call for targeted research. Practical implications – Sport today is a major business. The industry also contributes to individual health and well-being. This paper suggests several research directions designed to improve off-field performance in sport operations. Originality/value – This paper is the first to identify and synthesize the separate studies that have been conducted on OM in sport to date in order to provide a multifaceted research agenda aimed at developing both theoretical and managerial contributions within this important yet under researched area.

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Production Competence and Business Strategy: Do They Affect Business Performance?

Cited by 389 publications

References 35 publications

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

The status of maintenance management in Swedish manufacturing firms

Should we try out for the major leagues? A call for research in sport operations management

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