Core manufacturing capabilities and their links to product differentiation

Morgan Swink (School of Business, Indiana University, Bloomington, Indiana, USA)
W. Harvey Hegarty (School of Business, Indiana University, Bloomington, Indiana, USA)

International Journal of Operations & Production Management

ISSN: 0144-3577

Publication date: 1 April 1998

Abstract

Notes that substantive relationships between dimensions of competition and supportive manufacturing strengths have not been clearly established. Existing priorities‐based models of strategy ignore the dynamics of manufacturing capabilities. Furthermore, these models employ highly aggregated concepts which mix together operational priorities, outcomes, and capabilities, making hierarchical relationships in strategy difficult to define. Develops and proposes a new framework which modifies existing models of business strategy and manufacturing strategy in order to clarify and define core dimensions of competitive differentiation and manufacturing capabilities. Discusses relationships among these dimensions that are apparent in previous research and case studies. These relationships are summarized by a comprehensive model with propositions regarding supportive links between manufacturing capabilities, manufacturing outcomes, and product differentiation. Concludes by suggesting directions for tests of the model and for related future research.

Keywords

Citation

Swink, M. and Harvey Hegarty, W. (1998), "Core manufacturing capabilities and their links to product differentiation", International Journal of Operations & Production Management, Vol. 18 No. 4, pp. 374-396. https://doi.org/10.1108/01443579810199748

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Publisher

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MCB UP Ltd

Copyright © 1998, MCB UP Limited

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