Manufacturing practices, strategic fit and performance: A routine‐based view
By Mikko Ketokivi, R. G. Schroeder. 2004
382 citations recorded by the source corpus.
Subfields: Management Information Systems, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/d05e03485930ee7e789d27c27f2e4dc40a42a02f
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Information Systems
- C. Voss
- Rui Soucasaux Sousa
- Mark Pagell
- R. G. Schroeder
- David Xiaosong Peng
- David Holman
- Rachna Shah
- Sharon K. Parker
In Strategy and Management
- C. Voss
- Rui Soucasaux Sousa
- Rachna Shah
- Mark Pagell
- David Xiaosong Peng
- Sharon K. Parker
- Ari-Pekka Hameri
- R. G. Schroeder
Citations in the corpus
- The cumulative capability ‘sand cone’ model revisited: a new perspective for manufacturing strategy (2011, background): “Instead, a multi-indicator scale should be developed for each performance dimension (Ketokivi and Schroeder 2004b).”
- Impact of operational and marketing capabilities on firm performance: Evidence from economic growth and downturns (2014, background): “…research has shown that different operational technologies, such as quality practices, are of fundamental importance in explaining firm performance and in achieving strategic goals (Bessant et al., 1999; Fawcett et al., 1997; Ketokivi and Schroeder, 2004; Shah and Ward, 2003; Ward et al., 1994).”
- On the relationship between inventory and financial performance in manufacturing companies (2009, background): “Prior literature indicates that a firm's strategic choice can simultaneously impact inventory and financial performance ( Ketokivi and Schroeder, 2004”
- Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “…the effects of mimetic isomorphism on operational practices such as total quality management (Westphal, Gulati, & Shortell, 1997) and just in time (Ketokivi & Schroeder, 2004) as well as onHRpractices (Poutsma,Ligthart,&Veersma, 2006), both of which can then shape work design (for example,…”
- Contingency research in operations management practices (2008, background): “…studies have found that some practices did not have a significant impact on performance (e.g., Dow et al., 1999; Powell, 1995) and it has been suggested that this may be due to these practices being context dependent (Dow et al., 1999; Ketokivi and Schroeder, 2004b; Sousa and Voss, 2002).”