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The growing time‐based competition (TBC) literature coincides with an increased emphasis on time in manufacturing organizations. In a 1993 survey, 93 per cent of US and European managers identified reliable delivery times as having above average importance, while overall delivery speed was cited by 88 per cent and 89 per cent, respectively. At the same time, 82 per cent of Japanese managers rated rapid new product introduction as having above average importance. Highlights potentially different sources of time‐based advantages. The factors described above are linked by a common emphasis on time, but the driving strategies and tactics used to achieve them can differ or possibly conflict. Presents a framework of time‐based competition for manufacturers. Demonstrates how differences between engineer‐to‐order, make‐to‐order, assembly‐to‐order and make‐to‐stock manufacturers result in the need to use different approaches to implement TBC.

“To become a time‐based company, management has to learn to think as an integrated system—a linked chain of operations and decision points that continuously delivers what the customer values most.”

Globalization and accelerating product life cycles require use of time‐based manufacturing practices (TBMP) accompanied by organizational integration. Evidence has suggested that cultural integrative beliefs (IB) influence the presence of TBMP but research has not investigated two alternative theory‐based views: TBMP influences the formation of integrative beliefs; and TBMP and integrative beliefs interact to enhance performance. The purpose of this paper is to investigate the relationship between espoused values, TBMP and performance.

The authors empirically re‐analyze work carried out in 2004 by Nahm et al., using structural equations modeling and factor scores regression.

Support is found for the competing model that implies IB is a consequent of TBMP rather than an antecedent. This new theoretical perspective is not reconciled via the interaction model.

The authors' re‐examination suggests TBMP and IB are mutually reinforcing, implying that resources can be devoted to simultaneously implementing TBMP and IB, rather than a time‐consuming sequential strategy.

The paper is the first to empirically test three perspectives on how organizational culture and operations management practices interrelate. Conventional conceptions of cultural beliefs' role are questioned and a new perspective is offered. Additionally, the FSR method gives a structured approach to latent variable interaction modeling.

Compressing the time from idea to market has become a focal competitive priority of global manufacturing companies. Develops a framework that assesses the strategic value of a company in terms of its “time” performance. The primary tool employed to accomplish this is an agility matrix whose cells represent intersection of agility‐determinants and segments of time‐to‐market. After grading a company on each cell, a weighted sum, called the “agility index” is computed, which is an indicator of the firm′s capability to compete on time.

For corporations competing in a global marketplace, time‐based management of their technology is becoming a significant resource. However, the concept of time in management of technology‐driven industrial organizations is not new. Classical management theorists like Frederick Taylor and others used time‐based management in “scientific” management of operations or for planning, organizing, scheduling, and controlling. However, due to opening of international barriers, fast changing technologies, and rapidly shrinking product life cycles, time‐based management is acquiring an increasing significance in its tactical and strategic roles. Develops a comprehensive taxonomy of time‐based management based on its three dimensions: form, origin and application. Discusses trade‐offs and linking of time‐based management with other strategic criteria, such as quality, performance, and delivery. Outlines six specific ideas for implementation of agility‐based strategy. Discusses some managerial implications for optimal utilization of time‐based management.

The purpose of this paper is to examine the relationship between customer order lead time (COLT) and the price sensitivity of an electrical equipment manufacturer company. In consequence, it examines two research questions in terms of COLT, price and profitability level and to ensure the validity and practical justification of these research questions.

In this research the authors have used a case study approach where three business measures, namely COLT, price and the profitability level of a case company were investigated and analyzed critically. These measures were implemented through four different customer segments with two production lines of the case company. Data were collected from the company's order delivery database from the period 2006 to 2008. In addition, different experimental data were collected through interviewing and reviewing the results of the data analysis with the unit managers.

In this paper the authors have observed the correlation between the price, profit and COLT with all four customer segments in both the production lines of the case company. From the case data, the authors concluded that the customer did not pay more when the COLT is shorter than with the average time. It is also noticeable that the profit margin is higher for the case company to handle COLT with shorter lead time than the average order delivery lead time.

More case examples might be helpful to motivate the managers to accept the research outcomes.

The concept of the company's COLT in relation to the price and profitability level supports organizational managers in their decision‐making process in terms of productivity level and the company's growth. It will motivate the managers to make tradeoffs among various developmental measures.

This paper implemented a unique approach for measuring the significant level of price and profitability level over COLT. From the outcomes of this study, it is observed that the price correlated positively with the COLT and has a direct and significant impact on it. When the price is increased the COLT is also increased. It is also noticed that the products of the case company which offered shorter lead times were on average also more profitable, even though there were no significant differences in average pricing between the customer segments.

Competition, technological advancement and the sophistication of consumers’ needs have led to the evolution of competitive paradigms, in which, time‐based competition apparently has emerged as the competitive paradigm of the 1990s. While much has been written about the paradigm since it was first highlighted in the late 1980s, no comprehensive literature review is currently available. Seeks to provide such a review of the literature. Categorizes the existing literature into four broad classes: descriptive literature, managerial implications, case studies and applications, and mathematical modelling. Presents the key ideas and the associated literature to the reader as a guide to the total topic of time‐based competition. Reviews also the theoretic time‐based modelling literature, and so highlights the current status and limitations of this literature. Provides the motivation for further research to be carried out within the realm of time‐based modelling.

The purpose of this paper is to evaluate the relationship between time-based manufacturing competence (TBMC), time-based competitiveness, time-based manufacturing capability, and the performance of SMEs engaged in the steel minimill industry in the USA.

This study was based on an empirical investigation of manufacturing firms in the steel minimill industry in the USA. The sample of firms was provided by the US Association of Iron and Steel Engineers. In order to obtain valid and reliable measures of the variables, previously validated scales were used to measure all variables. The primary data for the study were collected from a self-administered mail survey of 137 SMEs with the sample consisting of 71 SMEs indicating a response rate of 52 percent.

Statistically significant positive relationships were found between all independent variables and performance. The results also indicate that the high performers have a higher TBMC than the low performers. The findings further confirm the assertion in the manufacturing strategy literature which states that time, as a strategic factor, is a source of competitive advantage.

From a methodological perspective, a potential concern may be that the measures are all self-reported. Consequently, the relationships tested may be susceptible to the influence of common method variance.

TBMC enables SMEs to offer high-quality products at low cost and in a timely manner. This reflects the value of the positive relationship between TBMC and business performance.

This study’s finding identifies the need for time-based competition. The literature suggests that the strategic focus on time enables firms to obtain a sustainable competitive advantage. Nevertheless, this suggestion has been based on conceptual rather than empirical research. The results of this study provide empirical support for that suggestion with respect to SMEs.

In order to build a time‐based organization a firm should: outline a time‐based strategy, assess the feasibility of the strategy, and plan the changes. The implementation stage requires drastic changes in company culture, structure, systems, and the way work is accomplished.

An increasing number of firms are planning to become “time‐based companies”, that is to consider time as the main issue of their manufacturing strategy. However, such change in attitude, in order to be effective, must be supported by a performance measurement system focused on time. This article suggests a framework useful for designing a performance measurement system which is consistent with time‐based principles and can support managers both in strategic and in operating decisions. The framework takes into account the different ways through which a company can use time to create a competitive advantage and considers the main activities that are critical for achieving such results. Hence, a “minimum set of measures”, consistent with the information requirements of each company, is determined.