Patterns of change in manufacturing strategy configurations

Abstract

PurposeThe paper aims to address the question of how and how often companies change their manufacturing strategy in the medium and long run, thus addressing a lack of evidence in the literature.Design/methodology/approachThis paper explores the movements made by companies among four manufacturing strategy configurations drawn from the literature (market‐based, product‐based, capability‐based and price‐based configuration). Analyses are based on three longitudinal samples from the International Manufacturing Strategy Survey (IMSS) database.FindingsResults show that while strategic configurations are rather stable, many companies do indeed change strategy and identifies which patterns of change prevail. Product‐based strategy is the most‐widely spread and most stable strategy. Capability‐based competition is the rising star. The market‐based strategy is struggling and price‐based competition is on its way out.Research limitations/implicationsThe main limitation is the small size of longitudinal samples, leading to tentative propositions for further testing.Practical implicationsNo strategic configuration appears to be the final “maturity” target for manufacturers. Companies select their configurations according to life cycle of the organization and market competition.Originality/valueThe paper contributes to fill a lack of longitudinal evidence of strategic change and flexibility of manufacturing companies.