The DOI matches its Crossref record; 76 of the 76 references it cites were found in a registry or an index.
Manufacturing practices, strategic fit and performance: A routine‐based view
Abstract
This article challenges and advances the extant manufacturing practice‐performance research in three ways. First and most fundamentally, the article offers a sound theoretical foundation for the proposition that manufacturing practices have competitive value. Second, typical studies do not pay enough attention to the multidimensional nature of performance and often collapse strategic position (performance) into a one‐dimensional index. The article will show that this does not do justice to the multidimensional nature of operational performance. Third, extant research, aside from a few exceptions, pays little attention to the strategic contingencies involved in adopting and implementing specific practices. The overarching goal of this article is to move us toward better‐informed empirical inquiry of the strategic contingency argument in operations strategy research. The article builds a theoretical argument of manufacturing practices, strategic contingency and performance and tests it in a sample of 164 manufacturing plants using a series of regression analyses. Results show that both the best practice and strategic contingency arguments have merit in explaining operational performance; however, the contingency argument has stronger support.
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Cites
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“These practices have received a lot of empirical attention in the literature and they are practices that likely have potential of providing value as they are knowledge-intensive (Kogut and Zander, 1992), system-wide (Porter, 1996) and often cross-functional practices and are developed within the firm or even the speci…”
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Cited by
Barratt, M., Choi, T. Y., & Li, M. (2011) · Journal of Operations Management · doi:10.1016/j.jom.2010.06.002 · Cited by 1,288
Wong, C. Y., Boon‐itt, S., & Wong, C. W. Y. (2011) · Journal of Operations Management · doi:10.1016/j.jom.2011.01.003 · Cited by 1,083
Contingency research in operations management practices
Sousa, R., & Voss, C. A. (2008) · Journal of Operations Management · doi:10.1016/j.jom.2008.06.001 · Cited by 996
Benzidia, S., Makaoui, N., & Bentahar, O. (2021) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2020.120557 · Cited by 703
Linking routines to operations capabilities: A new perspective
Peng, D. X., Schroeder, R. G., & Shah, R. (2008) · Journal of Operations Management · doi:10.1016/j.jom.2007.11.001 · Cited by 612
Self-citation
Metadata
- Authors
- Ketokivi, M., & Schroeder, R.
- Venue
- International Journal of Operations & Production Management
- Publisher
- Emerald
- Published
- 2004-02-01
- Volume
- 24
- Issue
- 2
- Pages
- 171-191
- ISSN
- 0144-3577 (ISSN-L)
- OpenAlex
- W1524852655
- Cited by
- 338
- References
- 76
- FWCI
- 12.41
- Type
- journal article
- Language
- en
- Open access
- closed
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Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
