TY  - JOUR
AB  - Reports that over the past several years, the concept of manufacturing strategy has been at the forefront of both managerial and academic thought, and that studies in the field lack a cohesive foundation that can guide researchers’ efforts in building a testing theory ‐ the research gap. States that an inability to relate specific programmes to long‐term objectives demonstrates the difficulty in bringing manufacturing strategy to the factory floor ‐ the practice gap. Believes that the unsatisfactory progress observed in research and practice is because of the failure to study rigorously the process of operationalizing manufacturing strategy. Builds a process model of manufacturing strategy and presents the results. Describes the model which focuses on three constructs of manufacturing strategy: competitive priorities, manufacturing objectives and action programmes for investment. Using data from a large‐scale survey, explores how manufacturing managers attempt to link their decisions in those three components of manufacturing strategy.
VL  - 16
IS  - 12
SN  - 0144-3577
DO  - 10.1108/01443579610151751
UR  - https://doi.org/10.1108/01443579610151751
AU  - Kim Jay S.
AU  - Arnold Peter
PY  - 1996
Y1  - 1996/01/01
TI  - Operationalizing manufacturing strategy: An exploratory study of constructs and linkage
T2  - International Journal of Operations & Production Management
PB  - MCB UP Ltd
SP  - 45
EP  - 73
Y2  - 2024/04/23
ER  -