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The strategic regeneration of manufacturing by changing routines

David Tranfield (Sheffield Hallam University, City Campus, Sheffield, UK)
Stuart Smith (Sheffield Hallam University, City Campus, Sheffield, UK)

International Journal of Operations & Production Management

ISSN: 0144-3577

Article publication date: 1 February 1998

1303

Abstract

Uses theory and empirical data to develop further the understanding of the strategic regeneration of manufacturing companies. Reviews literature relevant to the areas of management and manufacturing strategy and organisational learning, identifying the importance of taking “resource based” views of strategy as a point of departure for aiding understanding of the process of manufacturing regeneration. Argues that regeneration can be understood from a change management perspective as a redefinition of tacit and explicit organisational routines. Reports the further development of earlier work and uses one exemplar case to describe and help begin understanding the complex process of strategic regeneration using an ecological, perceptual/cognitive, and structural analytical framework. Finally, draws some tentative conclusions on the nature and process of strategic regeneration and regenerative strategy, and notes the value and potential of taking a perspective based on the notion of “organisational routines” in attempting to understand this complex phenomenon.

Keywords

Citation

Tranfield, D. and Smith, S. (1998), "The strategic regeneration of manufacturing by changing routines", International Journal of Operations & Production Management, Vol. 18 No. 2, pp. 114-129. https://doi.org/10.1108/01443579810193267

Publisher

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MCB UP Ltd

Copyright © 1998, MCB UP Limited

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