Linking plant roles and operations strategy decision-making autonomy in international manufacturing networks
Olhager, Jan LU
and Feldmann, Andreas
(2022)
In International Journal of Production Research
60(1).
p.242-255
- Abstract
This paper is concerned with the management of multi-plant manufacturing networks. Two key concepts in this domain are plant roles and plant autonomy in the context of operations strategy decision-making. We investigate the relationship between these two concepts and their impact on plant performance. We use data from 102 manufacturing plants belonging to multi-plant networks. The results suggest a relationship between plant roles and operations strategy decision-making structures. Plants with high levels of decision-making autonomy typically have high levels of production, supply chain, and development competences, while plants with a low level of decision-making autonomy are primarily those with only production site competences.... (More)
This paper is concerned with the management of multi-plant manufacturing networks. Two key concepts in this domain are plant roles and plant autonomy in the context of operations strategy decision-making. We investigate the relationship between these two concepts and their impact on plant performance. We use data from 102 manufacturing plants belonging to multi-plant networks. The results suggest a relationship between plant roles and operations strategy decision-making structures. Plants with high levels of decision-making autonomy typically have high levels of production, supply chain, and development competences, while plants with a low level of decision-making autonomy are primarily those with only production site competences. Integrated structures for operations strategy decision-making, which include both the network level and the plant level, exist for all plant types and are thus not restricted to plants with a certain set of site competences. In accounting for both the plant type and decision-making structure, we were unable to detect any significant differences between groups in terms of performance effects. Instead, it seems that the fit between plant type and decision-making structure is important and that choosing the right type of operations strategy decision-making structure moderates the performance of plants with low site competence levels.
(Less)
- author
- Olhager, Jan
LU
and Feldmann, Andreas
- organization
- publishing date
- 2022
- type
- Contribution to journal
- publication status
- published
- subject
- keywords
- Decision categories, exploratory study, global operations network, manufacturing strategy, site competences, survey research
- in
- International Journal of Production Research
- volume
- 60
- issue
- 1
- pages
- 242 - 255
- publisher
- Taylor & Francis
- external identifiers
-
- scopus:85118205652
- ISSN
- 0020-7543
- DOI
- 10.1080/00207543.2021.1991026
- language
- English
- LU publication?
- yes
- additional info
- Publisher Copyright: © 2021 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.
- id
- 7c84929d-4385-4a93-a39e-5aca45a69ec7
- date added to LUP
- 2021-11-24 14:59:46
- date last changed
- 2023-03-08 03:01:56
@article{7c84929d-4385-4a93-a39e-5aca45a69ec7,
abstract = {{<p>This paper is concerned with the management of multi-plant manufacturing networks. Two key concepts in this domain are plant roles and plant autonomy in the context of operations strategy decision-making. We investigate the relationship between these two concepts and their impact on plant performance. We use data from 102 manufacturing plants belonging to multi-plant networks. The results suggest a relationship between plant roles and operations strategy decision-making structures. Plants with high levels of decision-making autonomy typically have high levels of production, supply chain, and development competences, while plants with a low level of decision-making autonomy are primarily those with only production site competences. Integrated structures for operations strategy decision-making, which include both the network level and the plant level, exist for all plant types and are thus not restricted to plants with a certain set of site competences. In accounting for both the plant type and decision-making structure, we were unable to detect any significant differences between groups in terms of performance effects. Instead, it seems that the fit between plant type and decision-making structure is important and that choosing the right type of operations strategy decision-making structure moderates the performance of plants with low site competence levels.</p>}},
author = {{Olhager, Jan and Feldmann, Andreas}},
issn = {{0020-7543}},
keywords = {{Decision categories; exploratory study; global operations network; manufacturing strategy; site competences; survey research}},
language = {{eng}},
number = {{1}},
pages = {{242--255}},
publisher = {{Taylor & Francis}},
series = {{International Journal of Production Research}},
title = {{Linking plant roles and operations strategy decision-making autonomy in international manufacturing networks}},
url = {{http://dx.doi.org/10.1080/00207543.2021.1991026}},
doi = {{10.1080/00207543.2021.1991026}},
volume = {{60}},
year = {{2022}},
}