James W. Dean

Human Resource Management, Manufacturing Strategy, and Firm Performance

This study examines two alternative views—universal and contingency—of the human resources (HR)-performance relationship in manufacturing settings. Results from a survey of 97 plants primarily support a contingency approach to human resource management (HRM). An HR system focused on human capital enhancement was directly related to multiple dimensions of operational performance (i.e., employee productivity, machine efficiency, and customer alignment), but subsequent analysis revealed that this main effect was predominately the result of linking human-capital-enhancing HR systems with a quality manufacturing strategy. Other manufacturing strategies also moderated the HR-performance relationship.

Does Decision Process Matter? A Study Of Strategic Decision-making Effectiveness

This study examined whether strategic decision-making processes are related to decision effectiveness, using a longitudinal field study design. We studied 52 decisions in 24 companies to determine ...

The influence of an integration strategy on competitive capabilities and business performance: An exploratory study of consumer products manufacturers

Abstract In this paper, we expand upon recent research by Frohlich and Westbrook [J. Operations Manage. 19 (2) (2001) 185] that characterizes the influence of supply chain integration on performance. Introducing supply chain integration intensity as a proxy variable for Frohlich and Westbrook’s [J. Operations Manage. 19 (2) (2001) 185] ‘outward-facing supply chain strategy’, we investigate the ways that manufacturing-based competitive capabilities mediate the relationship between supply chain integration and business performance. While previous research suggests that supply chain integration is directly related to superior business performance, the mediating role of manufacturing capabilities has not been explored. Using hierarchical regression analysis, we develop and test a theory-based model using a sample of consumer products manufacturers. Contrary to Frohlich and Westbrook’s [J. Operations Manage. 19 (2) (2001) 185] assertions regarding the applicability of the ‘outward-facing strategy’ to the consumer goods sector, our results provide empirical evidence that supply chain integration intensity leads directly to improved business performance, thus corroborating the conventional wisdom concerning the increasing importance of supply chain integration in the consumer products sector. In addition, this study uncovers empirical evidence for the mediating role of manufacturing-based competitive capabilities in supply chain management. These results support the growing call for a broader, more generalized view of manufacturing strategy.

Integrated Manufacturing and Job Design: Moderating Effects of Organizational Inertia

This study investigated the relationship between integrated manufacturing, a new manufacturing paradigm comprising advanced technology, just-in-time inventory control, and total quality management,...

Flexibility in Strategic Decision Making: Informational and Ideological Perspectives

Adaptation is a crucial challenge for organizations, and an important theme in the strategy and organization theory literature. We still have much to learn, however, about the strategic processes by which adaptation is achieved. In this paper we focus on a basic element in the adaptation process, i.e. flexibility within the strategic decision‐making process. We concentrate on strategic decisions because these choices are the most important adaptations the firm makes. We suggest that the core of all organizational adaptation is a decision‐making process. Unless the decision‐making process itself is flexible, it is unlikely the organization can be flexible enough to adapt. We derive hypotheses concerning the factors that lead to flexibility (versus rigidity) from both information processing and ideological perspectives, and test them in a study involving 57 strategic decisions in 25 companies. Our results identify three contextual factors related to both perspectives ‐‐ including competitive threat, slack and uncertainty ‐‐ that are helpful in understanding flexibility in strategy decision making. While managers appear to be more flexible when decisions are uncertain, we found that in the very conditions where managers need the most flexibility (high competitive threat and low slack), they are least likely to be flexible.

Strategic Compensation for Integrated Manufacturing: The Moderating Effects of Jobs and Organizational Inertia

Theorists suggest that integrated manufacturing requires a compensation strategy that reinforces collective effort, professionalism, and flexibility. But several aspects of job design and organizational characteristics may mitigate a direct manufacturing-compensation relationship. Results of this study show virtually no direct effects of advanced technology, just-in-time inventory control, and total quality management on compensation practices. However, when integrated manufacturing is coupled with job characteristics that signal “knowledge work,” compensation systems tend to emphasize group-based incentives, salary, and seniority-based pay. Sources of organizational inertia moderate these relationships.

Selection and Training for Integrated Manufacturing: The Moderating Effects of Job Characteristics

This study examined the conditions under which aspects of integrated manufacturing (e.g. advanced manufacturing technology, total quality management, just-in-time inventory control) lead to selection and/or training for technical and problem-solving skills of employees. Results from our study of 74 plants showed main effects of advanced manufacturing technology and total quality management on training for technical and problem-solving skills, but no main effects on selection. In addition, employee job characteristics were studied to examine the degree to which they might moderate the effects of integrated manufacturing. Several interaction effects were found as they related to staffing and training practices. In general, staffing was used less in response to integrated manufacturing when employees’ jobs involved high levels of task uncertainty and interdependence. In contrast, the effects on training remained steady or increased under conditions of task uncertainty. Based on this, we conclude that staffing and training are emphasized under different circumstances and, therefore, should not be simply viewed as substitutes for one another in responding to the demands of integrated manufacturing. Our results are discussed in terms of their theoretical and practical implications.

The Effects of Context on Strategic Decision Making Processes and Outcomes

This chapter summarizes a 5-year, longitudinal field study of strategic decision making (SDM) which examined the effects of context on the processes of SDM and how these processes then affect the outcome of the strategic initiatives. We posited that SDM occurs within “contexts”: the business environment, the characteristics of the organization, the SDM team, and the content of the strategic decision (SD). We identified three separate processes by which managers make SDs: procedurally rational, political, and flexible methods. We tested antecedent models for each approach and examined how the approaches affect SD outcomes. Controlling for implementation quality and environmental favorability, we found that the use of procedurally rational methods improves the outcomes of SDs, the use of political methods inhibits these same outcomes, and flexible methods were not related to decision outcome.

Dimensions and Constructs: A Response to Dess and Rasheed

In their thoughtful critique, Professors Dess and Rasheed raise several important issues about the conceptualization and measurement of the organizational environment in general and our work in particular In this rejoinder, we discuss afundamental difference between their position and ours regarding the place of theoretical constructs and observable dimensions in conceptualizing and measuring the environment. We also take issue with several of Dess and Rasheeds specific criticisms of our work.