Plant roles and decision autonomy in multinational plant networks

Catherine A. Maritan; Thomas H. Brush; Aneel G. Karnani

doi:10.1016/j.jom.2004.05.007

Plant roles and decision autonomy in multinational plant networks

Catherine A. Maritan, Thomas H. Brush, Aneel G. Karnani

Research output: Contribution to journal › Article › peer-review

76 Scopus citations

Abstract

The paper examines whether plants in a multinational manufacturing firm with different roles have different degrees of autonomy concerning planning, production and control decisions. Building on Ferdows' framework for classifying international plants in a network, we empirically examine the proposition that the degree of managerial autonomy varies according to strategic role of the plant. We ask whether different plant roles require different management systems and different levels of responsibility for decisions and find evidence of differentiated fit.

Original language	English (US)
Pages (from-to)	489-503
Number of pages	15
Journal	Journal of Operations Management
Volume	22
Issue number	5
DOIs	https://doi.org/10.1016/j.jom.2004.05.007
State	Published - Oct 2004
Externally published	Yes

Keywords

Global operations
Operations strategy

ASJC Scopus subject areas

Strategy and Management
Management Science and Operations Research
Industrial and Manufacturing Engineering

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10.1016/j.jom.2004.05.007

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title = "Plant roles and decision autonomy in multinational plant networks",

abstract = "The paper examines whether plants in a multinational manufacturing firm with different roles have different degrees of autonomy concerning planning, production and control decisions. Building on Ferdows' framework for classifying international plants in a network, we empirically examine the proposition that the degree of managerial autonomy varies according to strategic role of the plant. We ask whether different plant roles require different management systems and different levels of responsibility for decisions and find evidence of differentiated fit.",

keywords = "Global operations, Operations strategy",

author = "Maritan, {Catherine A.} and Brush, {Thomas H.} and Karnani, {Aneel G.}",

note = "Funding Information: The research was conducted with financial support from the Technology Transfer Research Initiative at the Krannert School of Management. The data for this study are from a survey conducted by Brian Talbot and Aneel Karnani and we are grateful to them for the use of the survey results. We would also like to thank Anil Khurana, Clayton Hubner, and Joan Penner-Hahn who worked on the survey instrument and helped to create the database. Arnoud De Meyer gave us useful comments on an earlier draft. ",

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AU - Maritan, Catherine A.

AU - Brush, Thomas H.

AU - Karnani, Aneel G.

N1 - Funding Information: The research was conducted with financial support from the Technology Transfer Research Initiative at the Krannert School of Management. The data for this study are from a survey conducted by Brian Talbot and Aneel Karnani and we are grateful to them for the use of the survey results. We would also like to thank Anil Khurana, Clayton Hubner, and Joan Penner-Hahn who worked on the survey instrument and helped to create the database. Arnoud De Meyer gave us useful comments on an earlier draft.

PY - 2004/10

Y1 - 2004/10

N2 - The paper examines whether plants in a multinational manufacturing firm with different roles have different degrees of autonomy concerning planning, production and control decisions. Building on Ferdows' framework for classifying international plants in a network, we empirically examine the proposition that the degree of managerial autonomy varies according to strategic role of the plant. We ask whether different plant roles require different management systems and different levels of responsibility for decisions and find evidence of differentiated fit.

AB - The paper examines whether plants in a multinational manufacturing firm with different roles have different degrees of autonomy concerning planning, production and control decisions. Building on Ferdows' framework for classifying international plants in a network, we empirically examine the proposition that the degree of managerial autonomy varies according to strategic role of the plant. We ask whether different plant roles require different management systems and different levels of responsibility for decisions and find evidence of differentiated fit.

KW - Global operations

KW - Operations strategy

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IS - 5

ER -

Plant roles and decision autonomy in multinational plant networks

Abstract

Keywords

ASJC Scopus subject areas

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