COMPETITIVE PRIORITIES: INVESTIGATING THE NEED FOR TRADE‐OFFS IN OPERATIONS STRATEGY

By Kenneth K. Boyer, Marianne W. Lewis. 2002

672 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/88313b7696679710d4c3d53d33d59292dfcb5656

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Citations in the corpus

An exploratory study of the nature of cumulative capabilities (2004, background): “Another problem in generalizing between studies is the existence of research on both competitive priorities and competitive capabilities (Roth, 1996) Some researchersstudycompetitive priorities (planned orintended success factors) because they denote strategic emphasis and may guide resource allocat”
Fit, Flexibility and Performance in Manufacturing: Coping with Dynamic Environments (2004, background): “An increasing number of companies today pursue the ‘ﬂexible factory’ idea that enables them to decrease customer response time, increase product range, and develop new products effortlessly and at efﬁcient costs (Koste and Malhotra 1999; Boyer and Lewis 2002).”
Manufacturing strategy, competitive strategy and firm performance: An empirical study in a developing economy environment (2008, background): “This is because the structural and infrastructural decisions made by the manufacturing function will be tailored toward the attainment of the competitive strategic goals (Boyer and Lewis, 2002; Leong et al., 1990).”
Operations Strategy Research in the POMS Journal (2005, background): “This has been a major area of debate between the supporters of the proposition that trade-offs are necessary (Bennigson 1996; Boyer and Lewis 2002; Hayes and Wheelwright 1984; Saﬁzadeh, et al. 2000; Skinner 1969; 1996a) versus supporters of a cumulative capabilities model specifying that…”
A Taxonomy of Operations Strategies of High Performing Small and Medium Enterprises in Singapore (2004, neutral): “As operations are increasingly recognized as a critical component in the corporate strategic planning of an enterprise, academics and practitioners alike have taken a keen interest in research dealing with operations as a strategic weapon ( Boyer and Lewis, 2002”
Data-driven supply chains, manufacturing capability and customer satisfaction (2017, background): “The main rationale being that it is better to have a portfolio of capabilities (Boyer and Lewis 2002).”
The impact of operations capability on firm performance (2007, background): “While limited empirical support for the trade-off model exists (Ward et al. 1998, Boyer and Lewis 2002, Safizadeh et al. 2000), much of the recent work questions the notion that firms cannot simultaneously excel at multiple capabilities (e.g. Corbett and van Wassenhove 1993, Garvin 1993, Hayes and…”
The cumulative capability ‘sand cone’ model revisited: a new perspective for manufacturing strategy (2011, methodology): “To represent the multidimensional character of performance measures, researchers can develop scales using multivariate techniques (Boyer and Lewis 2002).”
Resilience in family and nonfamily firms: an examination of the relationships between manufacturing strategy, competitive strategy and firm performance (2011, background): “Based on this argument, one would expect to find a stronger relationship between the manufacturing strategy of flexibility and competitive strategy of differentiation for family firms than nonfamily firms (Boyer and Lewis 2002).”
Green supply chain management practices and performance (2013, background): “Cost, quality, reliability and flexibility have often been identified as competitive priorities for many organizations (Kathuria, 2000; Ferdows and De Meyer, 1990; Ward and Duray, 2000; Boyer and Lewis, 2002). With particular reference to Thailand, a study by Phusavat and Kanchana (2007) found that ”