A resource-based view of manufacturing strategy and the relationship to manufacturing performance

By R. G. Schroeder, K. Bates, Mikko A. Junttila. 2002

818 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5abae6e055f8231976de369ac5902d6a0c164872

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In Strategy and Management

Citations in the corpus

CAPABILITIES, BUSINESS PROCESSES, AND COMPETITIVE ADVANTAGE: CHOOSING THE DEPENDENT VARIABLE IN EMPIRICAL TESTS OF THE RESOURCE-BASED VIEW (2004, background): “Later, Schroeder, Bates, and Junttila (2002) examined how a firm’s manufacturing capabilities affected manufacturing effectiveness by studying a sample of manufacturing firms.”
The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes (2007, methodology): “Our speciﬁc indexing approach involved standardizing each set of industry-scaled measures across our respondents and then constructing an average of these standardized items for each respondent (cf. Schroeder et al. 2002).”
Resilience in family and nonfamily firms: an examination of the relationships between manufacturing strategy, competitive strategy and firm performance (2011, background): “Manufacturing’s influence on firm performance is via decision-making processes, the proactiveness of the manufacturing function and investment in manufacturing assets (Hill 1994, Schroeder et al. 2002).”
The effect of organizational learning on organizational commitment, job satisfaction and work performance (2011, background): “…outcomes (Correa, Morales, and Pozo (2007) Ellinger et al., 2003; Jimenez and Navarro (2006) Khandekar and Sharma (2006) Power and Waddell (2004) Schroeder, Bates, and Junttila, 2002) The organizations with the greatest harmony between organizational and individuals goals are those that are…”
In search of the drivers of high growth in manufacturing SMEs (2006, background): “Specific examples of previous research include; the examination of capability development (Henderson and Cockburn, 1994; McGrath et al., 1995; Teece et al., 1997), and the use of capabilities to achieve cost reduction, higher quality and greater flexibility in manufacturing (Schroeder et al., 2002).”
Understanding the influence of information systems competencies on process innovation: A resource-based view (2007, background): “A number of studies in the strategic management literature (Henderson and Cockburn, 1994; Schroeder et al., 2002, e.g.) have followed this technique.”
Manufacturing practices, strategic fit and performance: A routine‐based view (2004, methodology): “Also, RBV has been applied in OM research as well (Amundson, 1998; Bates and Flynn, 1995; Schroeder et al., 2002; St. John et al., 2001).”
Barriers to the adoption of green operational practices at Brazilian companies: effects on green and operational performance (2016, background): “The aforementioned capabilities can improve a firm’s organisational performance (Schroeder et al. 2002) and its environmental proactivity and strategy (Sharma and Vredenburg 1998).”
Information Technology and Business-Level Strategy: Toward an Integrated Theoretical Perspective (2013, background): “…of external resources (particularly those commonly available to rivals, such as off-the-shelf IT systems ) is likely limited to their ability to enrich or reconfigure a firm's preexisting internal resources and capabilities (Branzei and Thornhill 2006; Montealegre 2002; Schroeder et al. 2002).”
Plant Information Systems, Manufacturing Capabilities, and Plant Performance (2006, background): “In turn, development of JIT capabilities leads to improvements in product quality, lower turnaround times, and greater plant efficiency (Schroeder et al. 2002).”