Manufacturing strategy in small firms: unveiling the drivers of strategic consensus

Saes, Elizangela Veloso; Filho, Moacir Godinho; Thürer, Matthias; Jabbour, Charbel José Chiappetta; Jabbour, Ana Beatriz Lopes de Sousa; Carraro, Nilton Cézar; Oprime, Pedro Carlos

doi:10.1080/09537287.2020.1821401

Cited by 7 publications

(8 citation statements)

References 71 publications

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“…Formality indicates a well-thought-out, structured process of planning (Papke-Shields et al, 2002;Veloso Saes et al, 2022), using rules, policies and procedures based on past knowledge and experience of the organization (Naveh, 2007). Scope refers to the comprehensiveness of planning efforts; they are either focused or broad in their coverage (Papke-Shields et al, 2002).…”

Section: Process Dimensionsmentioning

confidence: 99%

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Linking manufacturing and competitive strategies for successful firm performance: a review and reconceptualization

Das

Canel

2022

JSMA

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PurposeThe 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/approachToday, 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.FindingsDifferences in content and process dimensions of manufacturing strategy for different competitive strategies are clarified.Research limitations/implicationsOther researchers may propose different frameworks for linking manufacturing and competitive strategies.Originality/valueThis 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.

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Section: Process Dimensionsmentioning

confidence: 99%

“…Formality indicates a well-thought-out, structured process of planning (Papke-Shields et al. , 2002; Veloso Saes et al. , 2022), using rules, policies and procedures based on past knowledge and experience of the organization (Naveh, 2007).…”

Section: Manufacturing Strategy: Content and Process Dimensionsmentioning

confidence: 99%

Linking manufacturing and competitive strategies for successful firm performance: a review and reconceptualization

Das

Canel

2022

JSMA

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“…Similarly, scholars (Hung and Whittington, 2011) have proposed that institutional entrepreneurs could potentially strategize by framing (from justification to generalization), aggregating (from remediation to proactiveness) and networking (from import to export) and could help to overcome constraints faced through the institutional entrepreneurs’ local legitimacy and international networks to create more effective professionalized organizations (Hung and Whittington, 2011). Reaching strategic consensus has also been considered key to organizational success (Veloso Saes et al , 2022).…”

Section: Resultsmentioning

confidence: 99%

A knowledge-based perspective on the professionalization of SMEs: a systematic literature review and future research directions

Mariano

2023

JKM

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Purpose This paper aims to provide a synthesis of theoretical and empirical work related to the professionalization of small- and medium-sized enterprises (SMEs) from a knowledge-based perspective. Design/methodology/approach A systematic literature review consisting of three major steps of planning, conducting and reporting is conducted. Papers are identified, selected and deductively coded. Quantitative and qualitative methods are used to analyze the papers. The finalized list includes 78 papers and 48 journals, with the oldest paper published in 1980 and the most recent papers published in 2022. Findings The findings showed that the empirical works (n = 69) outnumbered the conceptual works (n = 9). Most papers focused on the organizational level of analysis and identified causal conditions, modes, intervening conditions and consequences. A multidimensional characteristic of professionalization emerged inductively as an additional attribute. Originality/value This paper provides a synthesis of the current literature and offers a research agenda to academics and practitioners interested in the professionalization of SMEs from a knowledge-based perspective.

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“…Existing research believes that the technical knowledge level of the management team and the communication and feedback in the decision-making process are important factors and driving forces of strategic consensus, and therefore, have a robust impact on strategic consensus (Rapert et al. , 2004; Saes et al. , 2022).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…DSC among organizations can have a significant influence on the triumph of DT. If the employees cannot reach a consensus on the digital strategy, it can easily lead to friction, confusion (Saes et al. , 2022), and failure to maximize the use of resources.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

The penetration effect of digital leadership on digital transformation: the role of digital strategy consensus and diversity types

Yao

Tang

Yun-qing

et al. 2023

JEIM

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PurposeSuccessful digital transformation involves all areas which bring new impacts and challenges to the leadership of the enterprise. From the perspective of organizational identification, the authors construct a theoretical model of digital leadership–digital strategic consensus–digital transformation and explore the different moderated mediation effects of diversity types.Design/methodology/approachThis paper obtains data from 351 Chinese science and technology enterprises and uses regression analysis and bootstrap analysis to test the research hypotheses.FindingsThe results demonstrate that digital leadership has a positive impact on digital transformation. Digital strategic consensus partially mediates the linkage between digital leadership and digital transformation. Disparity diversity and variety diversity positively moderate the mediating role of digital strategic consensus between digital leadership and digital transformation, respectively; and separation diversity negatively moderates the mediating role of digital strategic consensus between digital leadership and digital transformation.Originality/valueThe research innovatively measures digital leadership and digital transformation. It expands the application of leadership, strategic consensus, diversity and other related theories in a digital context and provides a decision-making basis for enterprises' digital transformation.

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Manufacturing strategy in small firms: unveiling the drivers of strategic consensus

Cited by 7 publications

References 71 publications

Linking manufacturing and competitive strategies for successful firm performance: a review and reconceptualization

Linking manufacturing and competitive strategies for successful firm performance: a review and reconceptualization

A knowledge-based perspective on the professionalization of SMEs: a systematic literature review and future research directions

The penetration effect of digital leadership on digital transformation: the role of digital strategy consensus and diversity types

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