Purpose – The paper aims to address the question of how and how often companies change their manufacturing strategy in the medium and long run, thus addressing a lack of evidence in the literature. Design/methodology/approach – This paper explores the movements made by companies among four manufacturing strategy configurations drawn from the literature (market-based, product-based, capability-based and price-based configuration). Analyses are based on three longitudinal samples from the International Manufacturing Strategy Survey (IMSS) database. Findings – Results show that while strategic configurations are rather stable, many companies do indeed change strategy and identifies which patterns of change prevail. Product-based strategy is the most-widely spread and most stable strategy. Capability-based competition is the rising star. The market-based strategy is struggling and price-based competition is on its way out. Research limitations/implications – The main limitation is the small size of longitudinal samples, leading to tentative propositions for further testing. Practical implications – No strategic configuration appears to be the final “maturity” target for manufacturers. Companies select their configurations according to life cycle of the organization and market competition. Originality/value – The paper contributes to fill a lack of longitudinal evidence of strategic change and flexibility of manufacturing companies.

Patterns of change in manufacturing strategy configurations

CAGLIANO, RAFFAELLA;
2005-01-01

Abstract

Purpose – The paper aims to address the question of how and how often companies change their manufacturing strategy in the medium and long run, thus addressing a lack of evidence in the literature. Design/methodology/approach – This paper explores the movements made by companies among four manufacturing strategy configurations drawn from the literature (market-based, product-based, capability-based and price-based configuration). Analyses are based on three longitudinal samples from the International Manufacturing Strategy Survey (IMSS) database. Findings – Results show that while strategic configurations are rather stable, many companies do indeed change strategy and identifies which patterns of change prevail. Product-based strategy is the most-widely spread and most stable strategy. Capability-based competition is the rising star. The market-based strategy is struggling and price-based competition is on its way out. Research limitations/implications – The main limitation is the small size of longitudinal samples, leading to tentative propositions for further testing. Practical implications – No strategic configuration appears to be the final “maturity” target for manufacturers. Companies select their configurations according to life cycle of the organization and market competition. Originality/value – The paper contributes to fill a lack of longitudinal evidence of strategic change and flexibility of manufacturing companies.
2005
Business planning; Manufacturing industries; Change management
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11311/272893
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