Manufacturing practices, strategic fit and performance: A routine‐based view
Manufacturing practices, strategic fit and performance: A routine‐based view
复制标题
制造实践、战略配合和绩效：基于常规的观点
DOI：
10.1108/01443570410514876
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发表时间：
2004
影响因子：
9.9
通讯作者：
R. Schroeder
中科院分区：
文献类型：
--
作者：
M. Ketokivi;R. Schroeder
本文从三个方面挑战并推进了现有的制造实践性能研究。首先也是最根本的是，本文为制造实践具有竞争价值的主张提供了坚实的理论基础。其次，典型的研究没有对绩效的多维性质给予足够的重视，常常将战略地位（绩效）分解为一维指标。本文将表明，这并没有充分体现运营绩效的多维性质。第三，除了少数例外，现有的研究很少关注采用和实施具体实践所涉及的战略偶发事件。本文的总体目标是推动我们对运营战略研究中的战略偶然性论证进行更明智的实证调查。本文构建了制造实践、战略偶发事件和绩效的理论论证，并使用一系列回归分析在 164 家制造工厂的样本中进行了测试。结果表明，最佳实践和战略应急论点都有助于解释运营绩效；然而，偶然性论点得到了更有力的支持。
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.