Beyond the trade-off and cumulative capabilities models: Alternative models of operations strategy

S Prakash, Frank Wiengarten, T Betts, Nand Alka

Research output: Contribution to journalArticle

21 Citations (Scopus)

Abstract

Organisations are expected to develop sound strategies relating to their core operations capabilities of cost efficiency, quality, delivery, flexibility and innovation, to gain and maintain competitive advantage. However, there is a paucity of specific models that can be used to explain and predict how organisations combine and use these capabilities. Previous research has primarily focused on the ‘trade-off’ and the ‘cumulative capabilities’ models. In this study, data from an international sample of 1438 manufacturing plants are used to explore other models that organisations are using in addition to the two predominant models. This analysis shows that, in practice, the trade-off model is not used, but the cumulative capabilities model is used extensively. Further, our proposed new models, the ‘threshold’, ‘average’ and ‘multiple’, are prevalent in many plants. Also, a small proportion of the plants have in place the ‘uncompetitive’ model. In terms of relative effectiveness, there are no significant differences between the models with respect to several measures of operational performance. Overall, this study provides empirical evidence that there are other operations strategy models beyond the trade-off and cumulative capabilities dichotomy that organisations deploy.
LanguageEnglish
Pages4001-4020
JournalInternational Journal of Production Research
Volume53
Issue number13
Early online date24 Nov 2014
DOIs
Publication statusE-pub ahead of print - 24 Nov 2014

Fingerprint

Alternative models
Trade-offs
Operations strategy
Innovation
Acoustic waves
Costs
Manufacturing
Dichotomy
Empirical evidence
Competitive advantage
Proportion
Business performance

Cite this

Prakash, S ; Wiengarten, Frank ; Betts, T ; Alka, Nand. / Beyond the trade-off and cumulative capabilities models: Alternative models of operations strategy. In: International Journal of Production Research. 2014 ; Vol. 53, No. 13. pp. 4001-4020.
@article{3475241b02ba4b0dbbce748349866ba7,
title = "Beyond the trade-off and cumulative capabilities models: Alternative models of operations strategy",
abstract = "Organisations are expected to develop sound strategies relating to their core operations capabilities of cost efficiency, quality, delivery, flexibility and innovation, to gain and maintain competitive advantage. However, there is a paucity of specific models that can be used to explain and predict how organisations combine and use these capabilities. Previous research has primarily focused on the ‘trade-off’ and the ‘cumulative capabilities’ models. In this study, data from an international sample of 1438 manufacturing plants are used to explore other models that organisations are using in addition to the two predominant models. This analysis shows that, in practice, the trade-off model is not used, but the cumulative capabilities model is used extensively. Further, our proposed new models, the ‘threshold’, ‘average’ and ‘multiple’, are prevalent in many plants. Also, a small proportion of the plants have in place the ‘uncompetitive’ model. In terms of relative effectiveness, there are no significant differences between the models with respect to several measures of operational performance. Overall, this study provides empirical evidence that there are other operations strategy models beyond the trade-off and cumulative capabilities dichotomy that organisations deploy.",
author = "S Prakash and Frank Wiengarten and T Betts and Nand Alka",
year = "2014",
month = "11",
day = "24",
doi = "10.1080/00207543.2014.983277",
language = "English",
volume = "53",
pages = "4001--4020",
journal = "International Journal of Production Research",
issn = "0020-7543",
number = "13",

}

Beyond the trade-off and cumulative capabilities models: Alternative models of operations strategy. / Prakash, S; Wiengarten, Frank; Betts, T; Alka, Nand.

In: International Journal of Production Research, Vol. 53, No. 13, 24.11.2014, p. 4001-4020.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Beyond the trade-off and cumulative capabilities models: Alternative models of operations strategy

AU - Prakash, S

AU - Wiengarten, Frank

AU - Betts, T

AU - Alka, Nand

PY - 2014/11/24

Y1 - 2014/11/24

N2 - Organisations are expected to develop sound strategies relating to their core operations capabilities of cost efficiency, quality, delivery, flexibility and innovation, to gain and maintain competitive advantage. However, there is a paucity of specific models that can be used to explain and predict how organisations combine and use these capabilities. Previous research has primarily focused on the ‘trade-off’ and the ‘cumulative capabilities’ models. In this study, data from an international sample of 1438 manufacturing plants are used to explore other models that organisations are using in addition to the two predominant models. This analysis shows that, in practice, the trade-off model is not used, but the cumulative capabilities model is used extensively. Further, our proposed new models, the ‘threshold’, ‘average’ and ‘multiple’, are prevalent in many plants. Also, a small proportion of the plants have in place the ‘uncompetitive’ model. In terms of relative effectiveness, there are no significant differences between the models with respect to several measures of operational performance. Overall, this study provides empirical evidence that there are other operations strategy models beyond the trade-off and cumulative capabilities dichotomy that organisations deploy.

AB - Organisations are expected to develop sound strategies relating to their core operations capabilities of cost efficiency, quality, delivery, flexibility and innovation, to gain and maintain competitive advantage. However, there is a paucity of specific models that can be used to explain and predict how organisations combine and use these capabilities. Previous research has primarily focused on the ‘trade-off’ and the ‘cumulative capabilities’ models. In this study, data from an international sample of 1438 manufacturing plants are used to explore other models that organisations are using in addition to the two predominant models. This analysis shows that, in practice, the trade-off model is not used, but the cumulative capabilities model is used extensively. Further, our proposed new models, the ‘threshold’, ‘average’ and ‘multiple’, are prevalent in many plants. Also, a small proportion of the plants have in place the ‘uncompetitive’ model. In terms of relative effectiveness, there are no significant differences between the models with respect to several measures of operational performance. Overall, this study provides empirical evidence that there are other operations strategy models beyond the trade-off and cumulative capabilities dichotomy that organisations deploy.

U2 - 10.1080/00207543.2014.983277

DO - 10.1080/00207543.2014.983277

M3 - Article

VL - 53

SP - 4001

EP - 4020

JO - International Journal of Production Research

T2 - International Journal of Production Research

JF - International Journal of Production Research

SN - 0020-7543

IS - 13

ER -