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Working Papers Qi, Yinan Department of Decision Sciences & Managerial Economics,  The Chinese University of Hong Kong
<ul><li>“ The Enabler and Consequence of Manufacturing Performance in China ” </li></ul><ul><li>“ What does the ‘strategic...
1.  The Enabler and Consequence of Manufacturing Performance in China <ul><li>This study examines the impact of process va...
Hypotheses <ul><li>H1: Manufacturing performance has a positive impact on the business performance of a firm. </li></ul><u...
Model and Path Coefficients
2. What does the ‘strategic fit’ mean to manufacturers? – A study in China <ul><li>This paper analyzes the important role ...
Data Analyses <ul><li>Venkatraman (1989)  proposed that  the ‘fit as gestalts’ is appropriate to the study on the internal...
Data Analyses <ul><li>Taxonomy of business strategy, environmental uncertainty and manufacturing strategy of high performe...
3. Supply chain strategies and practices: A contingency model <ul><li>This research tries to make an extension of  Porter’...
Hypotheses <ul><li>H1a: The manufacturers are more likely to adopt lean supply chain strategy when they use overall cost l...
Hypotheses <ul><li>H3a: The manufacturers are more likely to adopt lean supply chain strategy when facing a stable and pre...
Model and Path Coefficients
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  1. 1. Working Papers Qi, Yinan Department of Decision Sciences & Managerial Economics, The Chinese University of Hong Kong
  2. 2. <ul><li>“ The Enabler and Consequence of Manufacturing Performance in China ” </li></ul><ul><li>“ What does the ‘strategic fit’ mean to manufacturers? – A study in China ” </li></ul><ul><li>“ Supply chain strategies and practices: A contingency model ” </li></ul>Outline
  3. 3. 1. The Enabler and Consequence of Manufacturing Performance in China <ul><li>This study examines the impact of process variables of manufacturing strategy on manufacturing performance and subsequently on financial performance using data collected from China. </li></ul><ul><li>Using path analysis, we explore the relationships between enablers (implementation of programs such as quality and training, technology and systems and capacity cost cutting), functional involvement in strategy formulation, manufacturing performance and business performance. </li></ul><ul><li>The findings from this study have significant implications concerning what programs should be implemented to enhance certain dimensions of manufacturing performance and how to improve financial performance of the firm </li></ul>
  4. 4. Hypotheses <ul><li>H1: Manufacturing performance has a positive impact on the business performance of a firm. </li></ul><ul><li>H2: Quality Management and Training have a positive relationship with manufacturing performance in cost, quality , delivery and flexibility. </li></ul><ul><li>H3: Technology and Systems have a positive impact on manufacturing performance in cost, quality, delivery and flexibility </li></ul><ul><li>H4: Capacity cost cutting have a positive impact on manufacturing performance in cost, quality, delivery and flexibility. </li></ul><ul><li>H5: The functional involvement has positive impact on the manufacturing performance in cost, quality, delivery and flexibility. </li></ul>
  5. 5. Model and Path Coefficients
  6. 6. 2. What does the ‘strategic fit’ mean to manufacturers? – A study in China <ul><li>This paper analyzes the important role of “strategic fit” for Chinese manufacturers </li></ul><ul><li>We also identify the profiles of environmental uncertainty, business strategy, and manufacturing strategy that can help companies, achieve higher performance respectively. </li></ul>
  7. 7. Data Analyses <ul><li>Venkatraman (1989) proposed that the ‘fit as gestalts’ is appropriate to the study on the internal congruence among a set of strategic variables differs across ‘high’ and ‘low’ performance businesses. In order to test such a ‘fit as gestalts’, the numerical taxonomical methods – cluster analysis or factor analysis – can be used. </li></ul><ul><li>Taxonomy of Business Performance: </li></ul>.05335 .08894 SE F =530.32* 5.61(1) 3.36 a (2) b Cluster Mean Overall Business Performance Cluster # 2 Cluster # 1 F value N = 168 N = 113
  8. 8. Data Analyses <ul><li>Taxonomy of business strategy, environmental uncertainty and manufacturing strategy of high performers </li></ul><ul><ul><li>Result </li></ul></ul><ul><li>Taxonomy of business strategy, environmental uncertainty and manufacturing strategy of low performers </li></ul><ul><ul><li>Result </li></ul></ul>
  9. 9. 3. Supply chain strategies and practices: A contingency model <ul><li>This research tries to make an extension of Porter’s typology from an angle of supply chain management. </li></ul><ul><ul><li>Two general supply chain strategies including leanness and agility are identified in this study </li></ul></ul><ul><li>This study makes a contribution to identify the determinants of supply chain strategy, i.e. environmental uncertainty and b usiness strategy </li></ul><ul><li>In addition to that, we identified several supply chain management practices through a thorough literature review on about 300 academic papers and classified them into eight bundles </li></ul><ul><li>Based on the Ferdows and De Meyer (1990)’s cumulative model, we proposed that the lean manufacturers should focus on such practices that help them to build lean capabilities and agile manufacturers need to build lean capabilities first before pursuing the agility </li></ul>
  10. 10. Hypotheses <ul><li>H1a: The manufacturers are more likely to adopt lean supply chain strategy when they use overall cost leadership as their business strategy. </li></ul><ul><li>H1b: The manufacturers are more likely to adopt agile supply chain strategy when they use differentiations as their business strategy. </li></ul><ul><li>H2a: The manufacturers that focus on lean supply chain strategy are more likely to adopt the lean practices , such as JIT, TQM, supplier integration, internal integration and customer integration. </li></ul><ul><li>H2b: The manufacturers that focus on agile supply chain strategy are more likely to adopt both the lean and agile practices including JIT, TQM, supplier integration, internal integration, customer integration, customer enrichment, organizational change and AMT. </li></ul>
  11. 11. Hypotheses <ul><li>H3a: The manufacturers are more likely to adopt lean supply chain strategy when facing a stable and predictable environment. </li></ul><ul><li>H3b: The manufacturers are more likely to implement agile supply chain strategy when facing an uncertain environment. </li></ul><ul><li>H4: The supply chain management practices have significantly positive impact on firm’s business performance </li></ul>
  12. 12. Model and Path Coefficients
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