The strategic influence of structural manufacturing decisions

Urgal‐González, Begoña; García‐Vázquez, José Manuel

doi:10.1108/01443570710750286

Cited by 27 publications

(16 citation statements)

References 34 publications

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“…As a matter of fact, our reliability test procedure is completely followed the methods of Chin (1998) to conclude the reliability of our measurement model. Moreover, we also notice that a few prior studies (e.g., Cousins, 2005;Oltra and Flor, 2010;Urgal-Gonzalez and Garcia-Vazquez, 2007), using covariance-based SEM techniques like LISREL, reported less than the desired reliability test results suggested in Nunnally (1978).…”

Section: Unlike Covariance-based Structural Equation Modelling Pls Dmentioning

confidence: 59%

An empirical investigation of the impact of strategic sourcing and flexibility on firm's supply chain agility

Chiang

Kocabasoglu‐Hillmer

Suresh

2012

International Journal of Operations &Amp; Production Management

242

154

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This is the submitted version of the paper.This version of the publication may differ from the final published version. Purpose -The objective of this study is to investigate two potentially key drivers of a firm's supply chain agility, namely strategic sourcing and firm's strategic flexibility. Despite some theoretical and conceptual works suggesting that some elements of these two constructs may relate to agility, this has not yet been assessed together empirically. This study aims to address this gap in the literature. Permanent repository linkDesign/Methodology/approach -This study involves an empirical investigation of a theorybased model based on the competence-capability framework, and a dynamic capabilities theoretical perspective, where the internal competencies of strategic sourcing and firm's strategic flexibility relate to the dynamic capability of the firm's supply chain agility. This investigation also includes the testing of a possible mediation effect of firm's strategic flexibility on the relationship between strategic sourcing and the firm's supply chain agility. The model is tested utilizing data from 144 U.S. manufacturing firms via partial least square (PLS) methodology.Findings -The results of the empirical study indicated that both strategic sourcing and firm's strategic flexibility were significantly related to the firm's supply chain agility. In addition, while a full mediation effect was not found on the part of strategic flexibility, there was evidence for partial mediation.Research limitations/implications -Given that the data is from specific U.S. industries, the generalizability of current findings to other industries or countries may require additional investigation.Originality/value -Given the attention paid to agility in terms of its importance to responding to business uncertainty, and more recently, as an important capability in managing supply chain disruption risks, this paper investigates how strategic sourcing and flexibility can contribute to agility.

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Section: Unlike Covariance-based Structural Equation Modelling Pls Dmentioning

confidence: 59%

An empirical investigation of the impact of strategic sourcing and flexibility on firm's supply chain agility

Chiang

Kocabasoglu‐Hillmer

Suresh

2012

International Journal of Operations &Amp; Production Management

242

154

View full text Add to dashboard Cite

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“…There is significant strategic importance attached to how these manufacturing capabilities are developed. Urgal-Gonzalez and Garcia-Vazquez (2007) suggest that relationships exist between structural decisions and capabilities. Their study highlights the importance of structural decisions in enabling firms to acquire manufacturing capabilities.…”

Section: Literature Reviewmentioning

confidence: 97%

An examination of the cumulative capabilities model in selected Asia-Pacific countries

Sum

Singh

Heng³

2012

Production Planning & Control

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A well-crafted manufacturing strategy enables a company to develop its key competitive capabilities (quality, delivery, flexibility and cost efficiency) and enhance its competitiveness in the marketplace. To date, three models have been proposed to guide companies on the development and improvement of these capabilities. These are the trade-off, cumulative and integrative models. Our study focuses on the popular cumulative model proposed by Ferdows and De Meyer (1990). The cumulative model not only suggests that firms can simultaneously compete on all four capabilities, but also defines how this can be done by following a specific pattern of capability improvements. There has been a wide debate in the literature on the validity and applicability of the cumulative model. We tested the cumulative model using data from 218 manufacturing firms in five Asia-Pacific countries (Hong Kong, Singapore, Taiwan, Korea and Australia). We found evidence in support of the model, though this support was not emphatic. Our results suggest that firms, after developing the quality capability, move on to simultaneously cultivate the delivery, flexibility and cost capabilities. Higher level capabilities, such as flexibility and cost, are indirectly related to each other. Our results also show that the pattern of capability development and improvement is not affected by performance. However, the pattern is different across countries. We discuss the implications of these in this article.

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“…Some studies in the industrial sector have shown the relationship between competitive priorities and infrastructural and structural decisions (Miller and Roth 1994; Acur et al Christiansen et al 2003;Urgal-González and García-Vázquez 2007). Christiansen et al (2003) suggest that certain practices, such as total quality management, human resources management and maintenance, positively influence competitive priorities.…”

Section: Relationships Between Operations Decisions and Competitive Pmentioning

confidence: 97%

“…Service organizations have many problems and challenges that can be addressed through operations management (Wright and Mechling 2002). Operations strategy is not limited to studying processes for providing a hotel service; it can also make a strategic contribution to generating sustainable competitive advantages (Urgal-González and García-Vázquez 2007). Operations strategy is defined as a long-term plan that includes the set of structural and infrastructural policies and decisions that must be made in order to achieve the organization's competitive strategy (Diaz-Garrido et al 2007).…”

Section: Introductionmentioning

confidence: 99%

How hotels compete on the basis of competitive priorities and their relationship with infrastructural and structural decisions

Espino‐Rodríguez

2015

Serv Bus

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This paper aims to investigate how hotels compete on the basis of competitive priorities. First, the study analyzes the relationship between competitive priorities and structural and infrastructural decisions. Second, it develops a taxonomy of hotels based on their emphasis on several competitive priorities. Finally, after identifying the groups of hotels according to their competitive priorities, their differences are analyzed regarding the importance and emphasis that they endow to operations decisions. Sixty-five hotels are surveyed, and valid instruments are designed to measure competitive priorities and operations decisions. The results show a positive relationship between competitive priorities, and each structural and infrastructural decision analyzed. Findings indicate that the three groups of hotels emphasize different sets of competitive priorities: cost and flexibility, ''Do all'' hotels, and quality and service. Finally, the results show significant differences among the groups of hotels in their emphasis on infrastructural and structural decisions. The consequences of competing in each of the categories of hotels are considered in the paper.

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The strategic influence of structural manufacturing decisions

Cited by 27 publications

References 34 publications

An empirical investigation of the impact of strategic sourcing and flexibility on firm's supply chain agility

An empirical investigation of the impact of strategic sourcing and flexibility on firm's supply chain agility

An examination of the cumulative capabilities model in selected Asia-Pacific countries

How hotels compete on the basis of competitive priorities and their relationship with infrastructural and structural decisions

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