¿Cómo influye la infraestructura de producción en el rendimiento de las empresas manufactureras?
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Publicado
18-09-2018
Begoña Urgal González
Resumen
Este artículo contribuye a adquirir un mayor conocimiento acerca del impacto estratégico de la infraestructura de producción en las empresas manufactureras españolas. La influencia de la infraestructura de producción en el rendimiento empresarial puede ser analizada desde dos perspectivas: la contingente y la proactiva. La perspectiva contingente sostiene que tal influencia depende de la postura estratégica de la empresa. Según el enfoque proactivo, el rendimiento empresarial viene determinado por la implantación de prácticas y políticas prometedoras por su contribución a crear capacidades de producción. La información precisa para cumplir con el cometido de este estudio se ha obtenido mediante una encuesta postal realizada a empresas del sector del metal, de más de 50 trabajadores e instaladas en España en el año de referencia (2001). La evidencia obtenida de este análisis apunta hacia el argumento de contingencia estratégica para explicar la relación entre infraestructura de producción y rendimiento empresarial.
Cómo citar
Urgal González, B. (2018). ¿Cómo influye la infraestructura de producción en el rendimiento de las empresas manufactureras?. Cuadernos De Gestión, 7(2), 13–27. https://doi.org/10.5295/cdg.19144bu
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Keywords
Infraestructura de producción, Rendimiento empresarial, Ajuste estratégico, Proactividad de producción
References
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Avella Camarero, L.; Fernández Sánchez, E.; Vázquez Ordás, C.J. (1999): «Relación entre las Ventajas de Fabricación y la Competitividad de la Gran Empresa Industrial Española», ICE, No. 781, Octubre, pp. 69-83.
Boyer, K.K. (1998): «Longitudinal linkages between intended and realized operations strategies», International Journal of Operations & Production Management, Vol. 18, No. 4, pp. 356-373.
Boyer, K.K.; Leong, G.K.; Ward, P.T.; Krajewski, L.J. (1997): «Unlocking the potential of advanced manufacturing technologies». Journal of Operations Management, No. 15, pp. 331-47.
Boyer, K.K.; Pagell, M. (2000): «Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology», Journal of Operations Management, Vol. 18, pp. 361-374.
Cagliano, R.; Spina, G. (2000): «How improvement programmes of manufacturing are selected. The role of strategic priorities and past experience», International Journal of Operations & Production Management, Vol. 20, No. 7, pp. 772-791.
Cleveland, G.; Schroeder, R.G.; Anderson, J.C. (1989): «A theory of production competence», Decision Sciences, Vol. 20, pp. 655-668.
Corbett, Ch.; Wassenhove, L.V. (1993): «Trade-offs? What trade-offs? Competence and competitiveness in manufacturing strategy». California Management Review, No. 35, pp. 107-22.
Dean, J.W.; Snell, S.A. (1996): «The strategic use of integrated manufacturing: An empirical examination». Strategic Management Journal, No. 17, pp. 459-80.
Dierickx, I.; Cool, K. (1989): «Asset stock accumulation and sustainability of competitive advantage», Management Science, Vol. 35, No. 12, pp. 1504-1511.
Flynn, B.B.; Schroeder, R.G.; Flynn, E.J. (1999): «World class manufacturing: An investigation of Hayes and Wheelwright’s foundation». Journal of Operations Management, Vol. 17, No. 3, pp. 249-69.
González-Benito, J. (2005): «A study of the effect of manufacturing proactivity on business performance», International Journal of Operations & Production Management, Vol. 25, No. 3, pp. 222-241.
Hayes, R.H.; Wheelwright, S.C. (1984): Restoring Our Competitive Edge. Competing Through Manufacturing. John Wiley & Sons, New York.
Hill, T.J. (1993): Manufacturing Strategy. The Strategic Management of Manufacturing Function, Macmillan, London.
Joshi, M.P.; Kathuria, R.; Porth, S.J. (2003): «Alignment of strategic priorities and performance: An integration of operations and strategic management perspectives». Journal of Operations Management, No. 21, pp. 353-69.
Ketokivi, M.; Schroeder, R. (2004): «Manufacturing practices, strategic fi t and performance. A routine-based view». International Journal of Operations & Production Management, Vol. 24, No. 2, pp. 171-91.
Kim, J.S.; Arnold, P. (1996): «Operationalizing manufacturing strategy. An exploratory study of constructs and linkage», International Journal of Operations & Production Management, Vol. 16, No. 12, pp. 45-73.
Lau, R.S.M. (1999): «Critical factors for achieving manufacturing fl exibility», International Journal of Operations & Production Management, Vol. 19, No. 3, pp. 328-341.
Leong, G.K.; Snyder, D.L.; Ward, P.T. (1990): «Research in the process and content of manufacturing strategy». OMEGA International Journal of Management Science, Vol. 18, No. 2, pp. 109-122.
Papke-Shields, K.E.; Malhotra, M.K. (2001): «Assessing the impact of the manufacturing executive’s role on business performance through strategic alignment». Journal of Operations Management, No. 19, pp. 5-22.
Parthasarthy, R.; Sethi, S.P. (1992): «The impact of fl exible automation on business strategy and organizational structure». Academy of Management Review, Vol. 17, No. 1, pp. 86-111.
Shah, R.; Ward, P.T. (2003): «Lean manufacturing: Context, practice bundles, and performance». Journal of Operations Management, No. 21, pp. 129-49.
Skinner, W. (1985): Manufacturing. The Formidable Competitive Weapon, John Wiley & Sons, New York.
Sun, H.; Hong, C. (2002): «The alignment between manufacturing and business strategies: Its infl uence on business performance». Technovation, No. 22, pp. 699-705.
Swink, M.; Hegarty, W.H. (1998): «Core manufacturing capabilities and their links to product differentiation». International Journal of Operations & Production Management, Vol. 18, No. 4, pp. 374-96.
Twigg, D.; Voss, C.A.; Winch, G.M. (1992): «Implementing integrating technologies: Developing managerial integration for CAD/CAM». International Journal of Operations & Production Management, Vol. 12, No. 7/8, pp. 76-91.
Vickery, S.K.; Drogë, C.; Markland, R.E. (1993): «Production competence and business strategy: Do they affect business performance?», Decision Sciences, Vol. 24, No. 2, pp. 435-455.
Ward, P.T.; Leong, G.K.; Boyer, K.K. (1994): «Manufacturing proactiveness and performance». Decision Sciences, Vol. 25, No. 3, pp. 337-58.
Youndt, M.A.; Snell, S.A.; Dean, J.W.; Lepak, D.P. (1996): «Human resource management, manufacturing strategy, and fi rm performance». Academy of Management Journal, Vol. 39, N.º 4, pp. 836-66.
Avella Camarero, L.; Fernández Sánchez, E.; Vázquez Ordás, C.J. (1999): «Relación entre las Ventajas de Fabricación y la Competitividad de la Gran Empresa Industrial Española», ICE, No. 781, Octubre, pp. 69-83.
Boyer, K.K. (1998): «Longitudinal linkages between intended and realized operations strategies», International Journal of Operations & Production Management, Vol. 18, No. 4, pp. 356-373.
Boyer, K.K.; Leong, G.K.; Ward, P.T.; Krajewski, L.J. (1997): «Unlocking the potential of advanced manufacturing technologies». Journal of Operations Management, No. 15, pp. 331-47.
Boyer, K.K.; Pagell, M. (2000): «Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology», Journal of Operations Management, Vol. 18, pp. 361-374.
Cagliano, R.; Spina, G. (2000): «How improvement programmes of manufacturing are selected. The role of strategic priorities and past experience», International Journal of Operations & Production Management, Vol. 20, No. 7, pp. 772-791.
Cleveland, G.; Schroeder, R.G.; Anderson, J.C. (1989): «A theory of production competence», Decision Sciences, Vol. 20, pp. 655-668.
Corbett, Ch.; Wassenhove, L.V. (1993): «Trade-offs? What trade-offs? Competence and competitiveness in manufacturing strategy». California Management Review, No. 35, pp. 107-22.
Dean, J.W.; Snell, S.A. (1996): «The strategic use of integrated manufacturing: An empirical examination». Strategic Management Journal, No. 17, pp. 459-80.
Dierickx, I.; Cool, K. (1989): «Asset stock accumulation and sustainability of competitive advantage», Management Science, Vol. 35, No. 12, pp. 1504-1511.
Flynn, B.B.; Schroeder, R.G.; Flynn, E.J. (1999): «World class manufacturing: An investigation of Hayes and Wheelwright’s foundation». Journal of Operations Management, Vol. 17, No. 3, pp. 249-69.
González-Benito, J. (2005): «A study of the effect of manufacturing proactivity on business performance», International Journal of Operations & Production Management, Vol. 25, No. 3, pp. 222-241.
Hayes, R.H.; Wheelwright, S.C. (1984): Restoring Our Competitive Edge. Competing Through Manufacturing. John Wiley & Sons, New York.
Hill, T.J. (1993): Manufacturing Strategy. The Strategic Management of Manufacturing Function, Macmillan, London.
Joshi, M.P.; Kathuria, R.; Porth, S.J. (2003): «Alignment of strategic priorities and performance: An integration of operations and strategic management perspectives». Journal of Operations Management, No. 21, pp. 353-69.
Ketokivi, M.; Schroeder, R. (2004): «Manufacturing practices, strategic fi t and performance. A routine-based view». International Journal of Operations & Production Management, Vol. 24, No. 2, pp. 171-91.
Kim, J.S.; Arnold, P. (1996): «Operationalizing manufacturing strategy. An exploratory study of constructs and linkage», International Journal of Operations & Production Management, Vol. 16, No. 12, pp. 45-73.
Lau, R.S.M. (1999): «Critical factors for achieving manufacturing fl exibility», International Journal of Operations & Production Management, Vol. 19, No. 3, pp. 328-341.
Leong, G.K.; Snyder, D.L.; Ward, P.T. (1990): «Research in the process and content of manufacturing strategy». OMEGA International Journal of Management Science, Vol. 18, No. 2, pp. 109-122.
Papke-Shields, K.E.; Malhotra, M.K. (2001): «Assessing the impact of the manufacturing executive’s role on business performance through strategic alignment». Journal of Operations Management, No. 19, pp. 5-22.
Parthasarthy, R.; Sethi, S.P. (1992): «The impact of fl exible automation on business strategy and organizational structure». Academy of Management Review, Vol. 17, No. 1, pp. 86-111.
Shah, R.; Ward, P.T. (2003): «Lean manufacturing: Context, practice bundles, and performance». Journal of Operations Management, No. 21, pp. 129-49.
Skinner, W. (1985): Manufacturing. The Formidable Competitive Weapon, John Wiley & Sons, New York.
Sun, H.; Hong, C. (2002): «The alignment between manufacturing and business strategies: Its infl uence on business performance». Technovation, No. 22, pp. 699-705.
Swink, M.; Hegarty, W.H. (1998): «Core manufacturing capabilities and their links to product differentiation». International Journal of Operations & Production Management, Vol. 18, No. 4, pp. 374-96.
Twigg, D.; Voss, C.A.; Winch, G.M. (1992): «Implementing integrating technologies: Developing managerial integration for CAD/CAM». International Journal of Operations & Production Management, Vol. 12, No. 7/8, pp. 76-91.
Vickery, S.K.; Drogë, C.; Markland, R.E. (1993): «Production competence and business strategy: Do they affect business performance?», Decision Sciences, Vol. 24, No. 2, pp. 435-455.
Ward, P.T.; Leong, G.K.; Boyer, K.K. (1994): «Manufacturing proactiveness and performance». Decision Sciences, Vol. 25, No. 3, pp. 337-58.
Youndt, M.A.; Snell, S.A.; Dean, J.W.; Lepak, D.P. (1996): «Human resource management, manufacturing strategy, and fi rm performance». Academy of Management Journal, Vol. 39, N.º 4, pp. 836-66.
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