Top-Down, Bottom-Up, or Both? Toward an Integrative Perspective on Operations Strategy Formation
Document Type
Article
Publication Date
11-2014
Publication Title
Journal of Operations Management
DOI
10.1016/j.jom.2014.09.005
ISSN
1873-1317
Abstract
Operations strategy is formed via complex processes that transpire in multiple directions at multiple organizational levels. While most previous studies focus on the “macro-level” process of strategy formation from the dominant top-down perspective, this study investigates the “micro-level” process of strategy formation that governs interactions among competitive priorities, objectives, and action plans within operations. Using 111 (59 top-down and 52 bottom-up) action plans collected from six German manufacturing plants, we build on Kim and Arnold's (1996) framework and propose an integrated process model of operations strategy formation that encompasses both top-down planning and bottom-up learning. We also identify a contingency factor that affects their balance: centralized versus decentralized organizational structure. Finally, based on the analysis of their respective strategic content, we provide evidence concerning the complementary roles of top-down and bottom-up action plans in operations strategy.
Recommended Citation
Kim, Yoon Hee, Fabian J. Sting, Christoph H. Loch.
2014.
"Top-Down, Bottom-Up, or Both? Toward an Integrative Perspective on Operations Strategy Formation."
Journal of Operations Management, 32 (7-8): 462-474.
doi: 10.1016/j.jom.2014.09.005 source: https://onlinelibrary.wiley.com/doi/full/10.1016/j.jom.2014.09.005
https://digitalcommons.georgiasouthern.edu/logistics-supply-facpubs/55
