Critical factors for achieving manufacturing flexibility
- 1 March 1999
- journal article
- Published by Emerald in International Journal of Operations & Production Management
- Vol. 19 (3), 328-341
- https://doi.org/10.1108/01443579910249741
Abstract
In this empirical study of 382 US computer and electronics companies, the relationship between manufacturing flexibility and its five infrastructural scales was examined. These infrastructural scales include workforce autonomy, communication, inter‐departmental relationships, supplier flexibility and technology. The results suggested that all infrastructural scales, except workforce autonomy, have a direct and positive effect on a firm’s manufacturing flexibility. Discussion and managerial implications of the results were also presented in this paper.Keywords
This publication has 25 references indexed in Scilit:
- BUSINESS STRATEGY, MANUFACTURING FLEXIBILITY, AND ORGANIZATIONAL PERFORMANCE RELATIONSHIPS: A PATH ANALYSIS APPROACHProduction and Operations Management, 1996
- HUMAN RESOURCE MANAGEMENT, MANUFACTURING STRATEGY, AND FIRM PERFORMANCE.The Academy of Management Journal, 1996
- SOCIAL STRUCTURAL CHARACTERISTICS OF PSYCHOLOGICAL EMPOWERMENT.The Academy of Management Journal, 1996
- Empowered Managers and Empowered Workers: The Effects of Managerial Support and Managerial Perceived Control on Workers' Sense of Control over Decision MakingHuman Relations, 1994
- Examining the relationship between degree of innovation and new product successJournal of Business Research, 1994
- Competitive Advantage Through PeopleCalifornia Management Review, 1994
- Measurement of manufacturing flexibility: A value based approachJournal of Operations Management, 1991
- Flexibility of manufacturing systems: Concepts and measurementsEuropean Journal of Operational Research, 1989
- Flexibility and the theory of the firmInternational Journal of Industrial Organization, 1989
- Manufacturing systems flexibility - an assessment procedureComputer Integrated Manufacturing Systems, 1988