Competitive Priorities and Managerial Performance: A Taxonomy of Small Manufacturers

Authors

Ravi Kathuria, Chapman UniversityFollow

Document Type

Article

Publication Date

9-28-2000

Abstract

Much of the research in manufacturing strategy has focused on specific relationships between a few constructs, with relatively little emphasis on typologies and taxonomies (Bozarth and McDermott, 1998). Using data from 196 respondents in 98 manufacturing units, this study develops a taxonomy of small manufacturers based on their emphasis on several competitive priorities. The annual sales for sixty-four percent of the participating units in this study are below US $50 million, which is on the lower side as compared to other studies in this area (cf., Miller & Roth, 1994). The study findings indicate that different groups of manufacturers – Do All, Speedy Conformers, Efficient Conformers, and Starters – emphasize different sets of competitive priorities, even within the same industry. Further, the Do All types, who emphasize all four competitive priorities, seem to perform better on customer satisfaction than their counterparts in the Starters group. The above findings lend support to the sandcone model but contradict the traditional trade-off model.

Comments

NOTICE: this is the author’s version of a work that was accepted for publication in Journal title. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in PUBLICATION, volume, issue, in date. DOI: 10.1016/S0272-6963(00)00042-5

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Recommended Citation

Kathuria, R. (2000). Competitive priorities and managerial performance: A taxonomy. Journal of Operations Management, 18(6), 627-641. doi: 10.1016/S0272-6963(00)00042-5

Peer Reviewed

1

Copyright

Elsevier

Creative Commons License

This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.