Purpose -The purpose of this paper is to examine the relationships between strategic manufacturing capabilities, particularly whether they are cumulative or trade-off in nature. Design/methodology/approach -Uses statistical analyses, particularly structural equation modelling based on data from the third round of the International Manufacturing Strategy Survey. Findings -Finds mostly cumulative effects between the strategic capabilities. Shows that "quality" is a basis for "delivery", which is a basis for "flexibility" and "cost"; between "flexibility" and "cost" an unclear relationship is found. Whether "flexibility" and "cost" are pursued exclusively or simultaneously seems to be connected with the implementation of certain improvement programmes. Research limitations/implications -Results cannot be interpreted in a prescriptive way, but only as descriptive findings stemming from a large empirical database. Future research in this area needs to be extended by longitudinal analyses and simulation studies because cross-sectional analyses can only provide indirect empirical measures of dynamic changes of capabilities. Practical implications -Describes a common pattern of capability accumulation in the industries investigated. This information can be used to estimate potential competitor behaviour or as a way to perform in an innovative manner. Originality/value -Offers a clear conceptualisation of strategic capabilities with the help of an empirical study.

Purpose -Based on a conceptual framework of the linkages between strategic manufacturing goals and complexity, the purpose of this paper is to investigate adaptation processes in manufacturing firms to increasing external complexity. Design/methodology/approach -Hypotheses are tested with statistical analyses (group comparisons and structural equation models) that are conducted with data from the third round of the International Manufacturing Strategy Survey. Findings -The study shows that manufacturing firms face different degrees of complexity. Firms in a more complex environment tend to possess a more complex internal structure, as indicated by process configuration, than firms in a less complex environment. Also depending on the degree of complexity, different processes of adaptation to increases in external complexity are initiated by organisations.Research limitations/implications -Research studies taking into account the dynamics of adaptation processes would be helpful in order to draw further conclusions, for instance, based on longitudinal analyses or simulation studies. Practical implications -Depending on the level of complexity a firm has been confronted with in the past, different adaptation processes to further growing complexity can be initiated. Firms in high complexity environments have to re-configure their strategic goals; firms in low complexity environments have to build-up internal complexity to cope with demands from the outside. Originality/value -The paper distinguishes between adaptation processes in low and high complexity environments and provides explanations for the differences.

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