The role of manufacturing and market managers in strategy development: lessons from three companies

Paul M. Swamidass, Timothy Baines, Neil Darlow

Research output: Contribution to journalArticle

Abstract

According to researchers and managers, there is a lack of agreement between marketing and manufacturing managers on critical strategic issues. However, most of the literature on the subject is anecdotal and little formal empirical research has been done. Three companies are investigated to study the extent of agreement/disagreement between manufacturing and marketing managers on strategy content and process. A novel method permits the study of agreement between the two different functional managers on the process of developing strategy. The findings consistently show that manufacturing managers operate under a wider range of strategic priorities than marketing managers, and that manufacturing managers participate less than marketing managers in the strategy development process. Further, both marketing and manufacturing managers show higher involvement in the strategy development process in the latter stages of the Hayes and Wheelwright four-stage model of manufacturing’s strategic role.
Original languageEnglish
Pages (from-to)933-948
Number of pages16
JournalInternational Journal of Operations and Production Management
Volume21
Issue number7
DOIs
Publication statusPublished - 2001

Bibliographical note

This article is © Emerald Group Publishing and permission has been granted for this version to appear here http://www.emeraldinsight.com/journals.htm?articleid=849349&show=abstract. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group.

Keywords

  • case studies
  • development
  • manufacturing strategy
  • United Kingdom
  • USA

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