Purpose

The purpose of this study is to propose a framework depicting the dynamic links between a firm’s external environment, competitive strategy, manufacturing strategy, competitive advantage and firm performance. This is followed by articulating expected differences among the the content and process dimensions dimensions of a manufacturing strategy for different competitive strategies.

Design/methodology/approach

Today, manufacturing is widely recognized as one of the most important means of creating and sustaining a competitive advantage. This paper studies the emerging broader view of the strategic role of manufacturing by offering a manufacturing strategy model, showing its impact on competitive advantage and, ultimately, firm performance. This is accomplished by identifying and defining major content and process dimensions of manufacturing strategy and relating them to a firm’s strategic type. The paper uses an integrative competitive strategy typology (Segev, 1989) to clarify differences in manufacturing strategy dimensions and different competitive strategies. The concept of “fit as gestalt” among the dimensions of manufacturing strategy is also introduced. This study presents the implications of fit between manufacturing and competitive strategy and the contribution of content and process dimensions of manufacturing strategy to firm performance and concludes by providing implications for executives and future research issues.

Findings

Differences in content and process dimensions of manufacturing strategy for different competitive strategies are clarified.

Research limitations/implications

Other researchers may propose different frameworks for linking manufacturing and competitive strategies.

Originality/value

This paper presents an integrative view of competitive and manufacturing strategies. It highlights the numerous choices companies must make to ensure fit among the competitive strategic types and their corresponding manufacturing strategies. This integration adds coherence and parsimony to the literature. It provides a basis for conceptualizing manufacturing strategy, thus reconciling different strategic perspectives and reducing a potential source of conflicting research results.

中文翻译：

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将制造和竞争战略联系起来以获得成功的公司绩效：回顾和重新概念化

目的

本研究的目的是提出一个描述公司外部环境、竞争战略、制造战略、竞争优势和公司绩效之间动态联系的框架。随后阐明了针对不同竞争战略的制造战略的内容和过程维度之间的预期差异。

设计/方法/途径

今天，制造业被广泛认为是创造和维持竞争优势的最重要手段之一。本文通过提供制造战略模型研究了制造业战略作用的新兴更广泛观点，展示了它对竞争优势以及最终公司绩效的影响。这是通过识别和定义制造战略的主要内容和过程维度并将它们与公司的战略类型相关联来实现的。本文使用综合竞争战略类型学 (Segev, 1989) 来阐明制造战略维度和不同竞争战略的差异。还引入了制造战略维度中的“fit as gestalt”概念。

发现

明确了不同竞争战略的制造战略在内容和过程维度上的差异。

研究局限性/影响

其他研究人员可能会提出不同的框架来连接制造和竞争战略。

原创性/价值

本文提出了竞争战略和制造战略的综合观点。它突出了公司必须做出的众多选择，以确保竞争战略类型与其相应的制造战略相匹配。这种整合增加了文献的连贯性和简约性。它为概念化制造战略提供了基础，从而协调不同的战略观点并减少相互矛盾的研究结果的潜在来源。