Structural and Infrastructural Practices as Elements of Content Operations Strategy. The Effect on Firm Competitiveness
Résumé
Some extant theoretical studies and different empirical results demonstrate that firms' behaviour explains several notable competitiveness microeconomic foundations, based on a wide bundle of elements. Most of these elements can directly be controlled by firms; in this paper we focus on those related to operations management. So, products, processes, technology, equipments or quality control systems will centre our attention. These ones and some additional elements constitute decisions within operations management area that must be included in content of operations strategy. Operations strategy can be conceptualized as a set of decisions or practices with regard to structure and infrastructure variables. On the one hand, these strategic decisions influence firm's abilities to successfully reach some competitive priorities such as, cost, quality, delivery, and flexibility, and, on the other hand, to obtain the expected performance. This research analyses which are the main structural and infrastructural practices that constitute operations strategies in manufacturing companies, and test the effect of these decisions on some firm competitiveness indicators.
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