Purpose – The purpose of this paper is to investigate the relationship between internal strategic fit and business performance, propose six classifications of internal fit using the “strategic map” managerial framework and identify how firms should best move from one classification to...

Purpose – The product‐process matrix of Hayes and Wheelwright is widely known for its prescriptive managerial guidance. Yet, most empirical studies have found no support for its performance assertions or have even contradicted them. The purpose of this paper is to propose a contingency...

Purpose – The vast majority of literature relating to operations management originates from studies in developed markets. Emerging markets are increasingly important in global business. With this in mind, the purpose of this paper is to analyze differences in outsourcing strategies between...

Presents the result of a survey of US firms examining the effect of operations strategies on organizational performance. Seven commonly used operations strategies were considered. Eleven criteria were used to measure organizational performance. The results suggest that companies which are using...

Reports recent findings of a two‐phase study investigating new dimensions of manufacturing competitiveness, factory‐based services. Examines relationships between broadly defined service role performance and manufacturing performance. Data were provided by 64 manufacturing firms from the...

Advanced processing technologies, managerial practices, and information systems have merged as vital elements of modern day production. It has been argued that these changes in practice and technology have yielded a strategic manufacturing environ‐ment in the 1990s which is very different from...

The objective of the paper is to report research carried out over two years aiming at developing a framework to support the management of manufacturing organizations for whom reducing throughput time is strategically important, either because they compete based on short lead times or because...

Compares the intended operations strategy of 112 manufacturing plants in the metal‐working industries with the realized strategy, as measured by investments designed to improve both the manfucturing structure and infrastructure. Data were collected via a mail survey administered to 202 plants...

Notes that substantive relationships between dimensions of competition and supportive manufacturing strengths have not been clearly established. Existing priorities‐based models of strategy ignore the dynamics of manufacturing capabilities. Furthermore, these models employ highly aggregated...

Argues that operations strategy research should integrate recent theories from the resource‐based view of strategic management. Going beyond the model of Hayes and Wheelwright, this would call for the end of the market‐based view, where operations strategy merely follows the directions set...