From the * manufacturing strategy* point of view, manufacturing strategy must be in-line with

**business strategy**, and manufacturing can potentially play a major role in developing a firm’s competitive advantage, like cost, quality, delivery, and flexibility. But, below 2 questions: 1. how business and manufacturing strategies are aligned; and 2. how manufacturing contributes to building business competitive advantage are a point of continuous discussion, lacking empirical evidence, yet of important theoretical and practical implications. To highlight these topics, this dissertation focuses on the content and process of connecting business and manufacturing strategies, and the impact of the linkage on business competitiveness. I take a prior un-adopted perspective: integrating manufacturing strategy theory with the resource-based view (RBV), communication, and organization theory. I suggest that the linkage between both the strategies could be operationalized on 2 levels, i.e., the macro-level linkage between business objectives and manufacturing missions, and the micro-level linkage between manufacturing missions and action programs…

*Contents: Theory and tools of linking business and manufacturing strategies*

2.1 Definitions of Manufacturing Strategy

2.2 The Sequence and Move of **Manufacturing Missions**

2.3 Measurements of Manufacturing Performance

3.1 The International Manufacturing Strategy Survey

3.2 Other International Projects on Manufacturing Strategy/Management

3.3 IMSS-III Data Gathering Methods and Results

3.4 Characteristics of the Sample

3.5 Improvement Goals: Measurement of Manufacturing Missions

3.6 Goals to Win Orders: Measurement of *Business Objectives*

3.7 Performance Dimensions: Measurements of Manufacturing Performance

3.8 Measurements of the Coordinating Mechanism

3.9 Measurements of Manufacturing Action Programs

4.1 Factor Analysis Results of the Manufacturing Mission Variables

4.2 Factor Analysis Results of the Business Objective Variables

4.3 Factor Analysis Results of the Manufacturing Performance Variables

4.4 Reliabilities of the Major Constructs

5.1 Descriptive Statistics and Correlations between Scale Variables (MC as the criterion variable)

5.2 Model Summary of the Stepwise Regression

5.3 Coefficients of the Independent Variables

5.4 Descriptive Statistics and Correlations between Scale Variables (MQ as the criterion variable)

5.5 Model Summary (b) of the Stepwise Regression

5.6 Coefficients (a) of the Independent Variables

5.7 Descriptive Statistics and Correlations between Scale Variables (MF as the criterion variable)

5.8 Model Summary (b) of the Stepwise Regression

5.9 Coefficients (a) of the Independent Variables

5.10 Descriptive Statistics and Correlations between Scale Variables

(MD as the criterion variable)

5.11 Model Summary (c) of the Stepwise Regression

5.12 Coefficients (a) of the Independent Variables

5.13 Descriptive Statistics and Correlations between Scale Variables

5.14 Hierarchical Regression for MCOST: Interaction between CM and BP

5.15 Hierarchical Regression for MQUALITY: Interaction between CM and BQ

5.16 Hierarchical Regression for MFLEXIBILITY: Interaction between CM and BF

5.17 Hierarchical Regression for MDELIVERY: Interaction between CM and BD

5.18 Correlations between Business Objectives and Manufacturing Missions In the Low CM Group

5.19 Correlations between Business Objectives and Manufacturing Missions In the High CM Group

5.20 Descriptive Statistics of Variables related to CM and the Macro-level Linkage

5.21 Correlations: CM and the Macro-level Linkages

5.22 Descriptive Statistics of the Action Programs Adopted and Manufacturing Performance Improvement in the Past Three Years

5.23 Correlations between Action Programs Adopted and Manufacturing Performance Improvement in the Past Three Years

5.24 Descriptive Statistics for the Low BM group

5.25 Correlations between Manufacturing Missions and Future Action Programs in the Low BM Group

5.26 Descriptive Statistics for the High BM group

5.27 Correlations between Manufacturing Missions and Future Action Programs in the High BM Group

5.28 Descriptive Statistics and Correlations between Scale Variables (BP as the criterion variable)

5.29 Model Summary (c) of the Stepwise Regression

5.30 Coefficients (a) of the Independent Variables

5.31 Descriptive Statistics and Correlations between Scale Variables (BQ as the criterion variable)

5.32 Model Summary (b) of the Stepwise Regression

5.33 Coefficients (a) of the Independent Variables

5.34 Descriptive Statistics and Correlations between Scale Variables (BF as the criterion variable)

5.35 Model Summary (b) of the Stepwise Regression

5.36 Coefficients (a) of the Independent Variables

5.37 Descriptive Statistics and Correlations between Scale Variables (BD as the criterion variable)

5.38 Model Summary (b) of the Stepwise Regression

5.39 Coefficients (a) of the Independent Variables

5.40 Descriptive Statistics and Correlations between Scale Variables (IMP as the criterion variable)

5.41 Model Summary (c) of the Stepwise Regression

5.42 Coefficients (a) of the Independent Variables

5.43 Descriptive Statistics and Correlations between Scale Variables (IMQ as the criterion variable)

5.44 Model Summary (b) of the Stepwise Regression

5.45 Coefficients (a) of the Independent Variables

5.46 Descriptive Statistics and Correlations between Scale Variables (IMF as the criterion variable)

5.47 Model Summary (b) of the Stepwise Regression

5.48 Coefficients (a) of the Independent Variables

5.49 Descriptive Statistics and Correlations between Scale Variables (IMD as the criterion variable)

5.50 Model Summary (b) of the Stepwise Regression

5.51 Coefficients (a) of the Independent Variables

7.1 The Most Effective and Effective Action Programs, and Related Manufacturing Performance Goals

7.2 Correlations between Past Use of Action Programs and Improvement in Manufacturing Performance Items

7.3 Reference Table I: the Effectiveness of 13 Action ProgramsCompanies’ Experience

7.4 Descriptive Statistics for Correlation Analysis between Manufacturing Missions and Action Programs

7.5 Correlations between Manufacturing Missions and Manufacturing Action Programs

7.6 Manufacturing Missions, and the First and the Second Choice Action Programs…

Source: City University of Hong Kong

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