Please use this identifier to cite or link to this item:
|Title:||Business environment, operations strategy, and performance: An empirical study of Singapore manufacturers|
Keong Leong, G.
|Source:||Ward, P.T.,Duray, R.,Keong Leong, G.,Sum, C.-C. (1995). Business environment, operations strategy, and performance: An empirical study of Singapore manufacturers. Journal of Operations Management 13 (2) : 99-115. ScholarBank@NUS Repository.|
|Abstract:||Consideration of the task environment, those forces which are out of the short-run control of management, has been relatively neglected in operations strategy research. The neglect of environmental factors in operations strategy research is surprising when one considers that the fit between environment and organizational capabilities and resources is a central tenet of major stretegic management paradigms. We use a path analytic framework to study the effects of environment on operations strategy selection and performance (self-reported change in profits) for a sample of Singapore manufacturers. We identify strong relationships between environmental factors such as labor availability, competitive hostility, and market dynamism and the operations strategy choices encompassed by competitive priorities. The data also indicate that, when faced with the same environmental stimuli, high performers choose to emphasize different competitive priorities than low performers. In addition to exploring substantive questions about the importance of the environment in explaining operations strategy, this research also demonstrates that environmental variables can provide effective controls for industry effects in multiple industry empirical studies in operations strategy. © 1995.|
|Source Title:||Journal of Operations Management|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Dec 15, 2017
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.