Studying the Impact of Manufacturing Strategy on Organizational Performance According to Contingency Theory and Resource-Based View Perspective: An Analytical Study

"Mohammad Khair" Saleem Abu Zaid, Mahmoud Mohammad Migdadi, Khalil Ahmad Al-Hyari

Abstract


The main objective of this study was to measure the effect of manufacturing strategy on organizational performance. Furthermore, it investigateD-empirically from a contingency perspective- the influence of business strategy on the relationship between the manufacturing strategy and organizational performance. Data were collected through self–administrated questionnaires distributed among production managers. Data analysis was conducted by utilizing different statistical analysis techniques such as descriptive statistics, multiple regressions, and hierarchical regression.
The most salient findings of this study were the following:
• The Jordanian companies emphasized the use of all dimensions of manufacturing strategy (quality, cost, delivery, and flexibility).
• There is a direct effect of manufacturing strategy on organizational performance.
• There is a direct effect of business strategy on organizational performance. Moreover, there is an indirect effect of business strategy on organizational performance through quality strategy.
Finally, several recommendations had been introduced with more focus on the necessity of alignment between business and manufacturing strategies.

Keywords


Business Strategy, Manufacturing Strategy, Organizational Performance, Manufacturing Competences

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