Abstract
AbstractThe aim of this study is to investigate the relationships between manufacturing strategy, practices and performance, and the role of economic context in these relationships. Based on international data collected in 840 firms from 21 countries, a theoretical model with those relationships was tested using Structural Equation Modeling. The results demonstrate that economic context has no effect on strategy, and a negative effect on manufacturing practices and performance. The findings also show that strategy positively affects performance directly and indirectly through the adoption of manufacturing practices. This study contributes for theory and provides managerial insight, showing that for manufacturing firms to be successful in improving their performance it is important to achieve consistency between strategy and the manufacturing practices adopted by the firms. Besides, the study also shows that companies not only have to develop an appropriate strategy to improve performance, but also need to understand how context affects their strategic decisions on manufacturing practices.KeywordsEconomic contextStrategyManufacturing practicesPerformance
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