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THE STRATEGIC USE OF INTEGRATED MANUFACTURING: AN EMPIRICAL EXAMINATION
Author(s) -
DEAN Jr. JAMES W.,
SNELL SCOTT A.
Publication year - 1996
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/(sici)1097-0266(199606)17:6<459::aid-smj823>3.0.co;2-8
Subject(s) - quality (philosophy) , business , sample (material) , advanced manufacturing , total quality management , industrial organization , computer integrated manufacturing , manufacturing , competitive advantage , integrated computer aided manufacturing , empirical research , strategic management , empirical examination , manufacturing operations , manufacturing engineering , process management , operations management , marketing , engineering , lean manufacturing , philosophy , chemistry , epistemology , chromatography , actuarial science
The increasing importance of advanced manufacturing technology, total quality management, and just‐in‐time to manufacturing firms raises some basic questions as to the strategic use of these techniques in manufacturing. Does strategic use of these techniques influence performance? How is the impact of these techniques influenced by the competitive environment? Are the techniques actually being used strategically? A study in a large sample of manufacturing organizations confirms that the use of integrated manufacturing techniques—particularly total quality—influences performance, and that these effects are magnified or diminished by both the competitive environment and manufacturing strategy. It also shows that, in some cases, firms are missing opportunities to combine integrated manufacturing and strategy in ways that would substantially impact their performance.