TY - JOUR
T1 - Beyond the trade-off and cumulative capabilities models
T2 - Alternative models of operations strategy
AU - Singh, Prakash J.
AU - Wiengarten, F.
AU - Nand, Alka A.
AU - Betts, Teresa
N1 - Publisher Copyright:
© 2014 Taylor and Francis.
PY - 2015/7/3
Y1 - 2015/7/3
N2 - Organisations are expected to develop sound strategies relating to their core operations capabilities of cost efficiency, quality, delivery, flexibility and innovation, to gain and maintain competitive advantage. However, there is a paucity of specific models that can be used to explain and predict how organisations combine and use these capabilities. Previous research has primarily focused on the trade-off and the cumulative capabilities models. In this study, data from an international sample of 1438 manufacturing plants are used to explore other models that organisations are using in addition to the two predominant models. This analysis shows that, in practice, the trade-off model is not used, but the cumulative capabilities model is used extensively. Further, our proposed new models, the threshold, average and multiple, are prevalent in many plants. Also, a small proportion of the plants have in place the uncompetitive model. In terms of relative effectiveness, there are no significant differences between the models with respect to several measures of operational performance. Overall, this study provides empirical evidence that there are other operations strategy models beyond the trade-off and cumulative capabilities dichotomy that organisations deploy.
AB - Organisations are expected to develop sound strategies relating to their core operations capabilities of cost efficiency, quality, delivery, flexibility and innovation, to gain and maintain competitive advantage. However, there is a paucity of specific models that can be used to explain and predict how organisations combine and use these capabilities. Previous research has primarily focused on the trade-off and the cumulative capabilities models. In this study, data from an international sample of 1438 manufacturing plants are used to explore other models that organisations are using in addition to the two predominant models. This analysis shows that, in practice, the trade-off model is not used, but the cumulative capabilities model is used extensively. Further, our proposed new models, the threshold, average and multiple, are prevalent in many plants. Also, a small proportion of the plants have in place the uncompetitive model. In terms of relative effectiveness, there are no significant differences between the models with respect to several measures of operational performance. Overall, this study provides empirical evidence that there are other operations strategy models beyond the trade-off and cumulative capabilities dichotomy that organisations deploy.
KW - capabilities
KW - operations strategy
KW - survey
UR - http://www.scopus.com/inward/record.url?scp=84929505169&partnerID=8YFLogxK
U2 - 10.1080/00207543.2014.983277
DO - 10.1080/00207543.2014.983277
M3 - Article
AN - SCOPUS:84929505169
SN - 0020-7543
VL - 53
SP - 4001
EP - 4020
JO - International Journal of Production Research
JF - International Journal of Production Research
IS - 13
ER -