The Perception of the Strategic Role of Manufacturing amongst Operations Managers: An Empirical Study Based on a Newly Industrialized Economy

Hum, Sin-Hoon; Leow, Lay‐Hong

doi:10.1108/01443579210017457

Cited by 14 publications

(14 citation statements)

References 4 publications

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“…As such, manufacturing's role in this process was found to be largely reactive and far less influential than that of marketing. This evidence is consistent with the findings of the two previous empirical studies by Hum and Leow (1992) and Hyland et al (2001). However, it suggests that the proactive role expected to be played by manufacturing in arriving at competitive priorities was not evident in almost all the companies studied.…”

Section: Ways In Which Competitive Priorities Are Arrived At and Transupporting

confidence: 90%

Exploring deeper structures in manufacturing strategy formation processes: a qualitative inquiry

Kiridena

Hasan

Kerr

2009

International Journal of Operations &Amp; Production Management

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This thesis reports on an empirical investigation into manufacturing strategy (MS) formation in practice. The broad objective is to advance the understanding of MS processes through constructing consistent patterns in decision-making and action-taking relating to the manufacturing structure and infrastructure of the organisations studied. Using the "Grounded Theory-Case Study" approach, nine organisations within the metal products, machinery and equipment manufacturing sectors in Australia were studied, in order to address the following research questions: ORIGINALITY STATEMENT 'I hereby declare that this submission is my own work and to the best of my knowledge it contains no materials previously published or written by another person, or substantial proportions of material which have been accepted for the award of any other degree or diploma at UNSW or any other educational institution, except where due acknowledgement is made in the thesis. Any contribution made to the research by others, with whom I have worked at UNSW or elsewhere, is explicitly acknowledged in the thesis. I also declare that the intellectual content of this thesis is the product of my own work, except to the extent that assistance from others in the project's design and conception or in style, presentation and linguistic expression is acknowledged.'

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Section: Ways In Which Competitive Priorities Are Arrived At and Transupporting

confidence: 90%

Exploring deeper structures in manufacturing strategy formation processes: a qualitative inquiry

Kiridena

Hasan

Kerr

2009

International Journal of Operations &Amp; Production Management

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“…Their goal is focused heavily on improving manufacturing productivity and reducing cost [54], while general top managers are also concerned with increasing sales and with managing finance, human resources and other functions. Hence, top operations managers should be more likely to favor energy efficiency initiatives relative to other top managers [22,25e27].…”

Section: Hypothesesmentioning

confidence: 99%

Top management and the adoption of energy efficiency practices: Evidence from small and medium-sized manufacturing firms in the US

Blass

Corbett

Delmas

et al. 2014

Energy

111

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a b s t r a c tBarriers to energy efficiency have been extensively discussed in the energy literature, but little is known about positive drivers. This paper investigates the role of top managers and more specifically of top operations managers on the adoption of energy-efficiency practices, based on 5779 energy efficiency recommendations made to 752 small and medium-sized manufacturing firms under the US Department of Energy's IACs (Industrial Assessment Centers) Program, through which teams of students and faculty from engineering schools provide free energy assessments. Top operations managers possess knowledge of production processes, for maximizing the effective manufacture and distribution of goods. We find that their involvement significantly increases the adoption of energy-efficiency initiatives, while involvement of general top managers without an operational role has little or no effect. Involvement of top operations managers increases the percentage of recommended energy savings that are implemented by 13.4% on average and increases the probability of adoption of more disruptive individual recommendations related to process and equipment change from 31% to 44%. Our findings imply that, in order to advance energy efficiency in SMEs (Small and Medium Enterprises), it may be advisable to target managers who are sufficiently senior but still in a clearly operationally-focused position.

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“…Research stream #4, which can be the culmination of all research done in manufactur-Jaideep G. Motwani, James J. Jiang and Ashok Kumar A comparative analysis of manufacturing practices of small vs large West Michigan organizations Industrial Management & Data Systems 98/1 [1998] 8-11 ing strategy, deals with the assessment and successful implementation of manufacturing strategies by manufacturing and service organizations throughout the world (Anderson et al, 1991;Chikan and Demeter, 1995;Horte et al, 1991;Hum and Leow, 1992;Marucheck et al, 1990;Montagno et al, 1995;Williams et al, 1995;Young et al, 1992). Most of the research under this stream, done through field studies, questionnaire surveys or case studies, illustrates how manufacturing strategy can crate a competitive advantage.…”

Section: Review Of Literaturementioning

confidence: 99%

A comparative analysis of manufacturing practices of small vs large West Michigan organizations

Motwani

Jiang

Kumar

1998

Industrial Management &Amp; Data Systems

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This study was initiated to develop insights into the strategic directions and operational priorities West Michigan manufacturing organizations are setting for themselves. Specifically, this study examines the applicability and actual implementation of operations strategy elements by small and large West Michigan manufacturing organizations. Sixty-seven West Michigan firms participated in this study. The results indicate that large firms are more advanced when it comes to the implementation of six of the seven operations strategies.

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The Perception of the Strategic Role of Manufacturing amongst Operations Managers: An Empirical Study Based on a Newly Industrialized Economy

Cited by 14 publications

References 4 publications

Exploring deeper structures in manufacturing strategy formation processes: a qualitative inquiry

Exploring deeper structures in manufacturing strategy formation processes: a qualitative inquiry

Top management and the adoption of energy efficiency practices: Evidence from small and medium-sized manufacturing firms in the US

A comparative analysis of manufacturing practices of small vs large West Michigan organizations

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