Towards a Unified Theory of Strategic Manufacturing
Management

Sweeney, Mike

doi:10.1108/eum0000000001277

Cited by 50 publications

(36 citation statements)

References 3 publications

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“…Porter, 1980;Kotler et al, 2001) and manufacturing (e.g. Hayes and Wheelwright, 1984;Sweeney, 1991Sweeney, , 1993Richardson et al, 1985) strategies have been proposed. Indeed, most of these typologies suggest that different strategies require different organisational and managerial practices or, in other words, a structural consistency between strategy and organisational design parameters.…”

Section: Introductionmentioning

confidence: 98%

The New Product Development Improvement Motives and Practices of Miles and Snow's Prospectors, Analysers and Defenders

Laugen

Boer

Acur

2006

Creativity & Inn Man

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Marketing, strategic management and contingency theory suggest that different strategies require different practices. The new product development (NPD) literature, however, hardly addresses the product development practices needed to support different strategies. An analysis of eight prospectors, twenty-seven analysers and seven defenders suggests that the NPD improvement motives and practices of these three types of strategies are less different than we expected. Our explanation for this finding is that the three strategic types are growing towards each other, forced by changes in competition and enabled by new technologies and management concepts. Introductiontrategy implementation is the process by which (new) objectives and practices (i.e. processes, technologies, organisational arrangements and/or managerial systems and approaches) are put into action. One of the key principles associated with successful strategy implementation is that at any time, strategy and practices need to be consistent with, and supportive of, each other (Chandler, 1962;Owen, 1982). Many generic corporate (e.g. Richardson et al., 1985) strategies have been proposed. Indeed, most of these typologies suggest that different strategies require different organisational and managerial practices or, in other words, a structural consistency between strategy and organisational design parameters. Other authors (e.g. Hayes and Wheelwright, 1984) suggest that a consistency is required between corporate strategy and functional strategies such as new product development (NPD), manufacturing and marketing strategy or, in other words, a strategic consistency.While structural and strategic consistency are widely accepted as prerequisites for success, also in adjacent areas such as organisa-S tion design theory (e.g. Mintzberg, 1979), there have not been many attempts to examine new product development (NPD) strategies and practices from this perspective. For example, one well-known typology of market strategy distinguishes between leaders, fast and late followers. However, the differences in NPD strategies and practices between the three categories are not well described.Another underexplored area concerns the link between corporate strategy and NPD strategy and practices. This article seeks to address this area, and examines the following question:What are the relationships between corporate strategy and new product development strategy and practices?The next section will provide the background we used to operationalise this question in the form of five hypotheses.

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Section: Introductionmentioning

confidence: 98%

The New Product Development Improvement Motives and Practices of Miles and Snow's Prospectors, Analysers and Defenders

Laugen

Boer

Acur

2006

Creativity & Inn Man

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show abstract

“…Working separately in functional structures, rewarded differently and with little common understanding, political game playing for position and prestige in the organisation will be inevitable (Robbins 1998;Fulup and Linstead 1999;Krietner et al 1999;Ruekert and Walker 1987;Ellinger 2000;Jaworski and Kohli 1993). The failure of management and academia to provide new coherent models of cross-functional working, has prevented improvement in practice (Crittenden et al 1993;Lim and Ried 1992;Xie et al 1998;De Burca et al 2004;Walters 1999;Sweeney 1991;Berry et al 1991;Christopher 1998).…”

Section: Cross-functional Relationships In Practicementioning

confidence: 94%

Improving the marketing-operations relationship: case evidence from an internet small-medium-enterprise

Piercy¹

2010

Mark. Rev.

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“…With respect to technological innovation, organizations have improved the effectiveness of production through inventory management techniques such as "Just-in-time" (JIT) or "Quick-response" (QR) including electronic data interchange (EDI), barcodes, and point-ofsale data capture in B2B market contexts (Hill, 2004;Ko & Kincade, 1997;Sweeney, 1991). Today, radio frequency identification (RFID) is dramatically transforming competitive dynamics in the marketplace.…”

Section: Newly Emerging Rfid As B2b Technologiesmentioning

confidence: 98%

Comparison of benefits of radio frequency identification: Implications for business strategic performance in the U.S. and Korean retailers

Kim¹,

Ko²,

Kim³

et al. 2008

Industrial Marketing Management

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Towards a Unified Theory of Strategic Manufacturing Management

Cited by 50 publications

References 3 publications

The New Product Development Improvement Motives and Practices of Miles and Snow's Prospectors, Analysers and Defenders

The New Product Development Improvement Motives and Practices of Miles and Snow's Prospectors, Analysers and Defenders

Improving the marketing-operations relationship: case evidence from an internet small-medium-enterprise

Comparison of benefits of radio frequency identification: Implications for business strategic performance in the U.S. and Korean retailers

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