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Hallgren, Mattias
Publications (10 of 19) Show all publications
Hallgren, M., Olhager, J. & Schroeder, R. G. (2011). A hybrid model of competitive capabilities. International Journal of Operations & Production Management, 31(5), 511-526
Open this publication in new window or tab >>A hybrid model of competitive capabilities
2011 (English)In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 31, no 5, p. 511-526Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to present and test a new model for competitive capabilities.Traditionally, a cumulative model has been viewed as having one sequence of building competitivecapabilities in a firm in support of market needs, including quality, delivery, cost efficiency andflexibility. Although appealing as a conceptual model, empirical testing has not been able to fullysupport the cumulative model. This paper acknowledges the need for a hybrid approach to managingcapability progression. It brings together the literature on trade-offs, cumulative capabilities, andorder winners and qualifiers.Design/methodology/approach – A new hybrid approach for modelling competitive capabilities istested empirically using data from the high performance manufacturing (HPM) study, round 3,including three industries and seven countries – a total of 211 plants.Findings – The hybrid model shows significantly better fit with the data from the sample than thecumulative models suggested by previous literature. Empirical support is found for the traditionalperception that a high level of quality is a prerequisite for a high level of delivery performance.However, cost efficiency and flexibility do not exhibit a cumulative pattern. Instead, the results showthat they are developed in parallel. The findings suggest that a balance between cost efficiency andflexibility is built upon high levels of quality and delivery performance.Research limitations/implications – Since we limit the empirical investigation to three industriesand seven countries, it would be interesting to extend the testing of this model to more industries andcountries. This research shows that combining perspectives and insights from different researchstreams – in this case, trade-off theory and the concepts of cumulative capabilities, and order winnersand qualifiers – can be fruitful.Practical implications – The results of this paper provides managers with guidelines concerningthe configuration of competitive capabilities. First, a qualifying level of quality needs to be attained,followed by a qualifying level of delivery. Then, a balance between potential order winners, i.e. costefficiency and flexibility, needs to be attained.Originality/value – This paper presents a new approach to modelling competitive capabilities thatsynthesises previous research streams and perspectives from cumulative capabilities, contestingcapabilities (trade-offs), and order winners and qualifiers.

Place, publisher, year, edition, pages
Emerald, 2011
Keywords
competitive advantage, industrial performance
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:liu:diva-67908 (URN)10.1108/01443571111126300 (DOI)
Available from: 2011-05-02 Created: 2011-05-02 Last updated: 2017-12-11
Hallgren, M. & Olhager, J. (2009). Flexibility configurations: Empirical analysis of volume and product mix flexibility. Omega: The International Journal of Management Science, 37(4), 746-756
Open this publication in new window or tab >>Flexibility configurations: Empirical analysis of volume and product mix flexibility
2009 (English)In: Omega: The International Journal of Management Science, ISSN 0305-0483, E-ISSN 1873-5274, Vol. 37, no 4, p. 746-756Article in journal (Refereed) Published
Abstract [en]

In this paper we address flexibility and investigate the relationship between volume and product mix flexibility. One view of flexibility is that of being a capability in itself: another view is that of flexibility as an enabler, providing the manufacturing system with properties on which other competitive capabilities are built. In this research, the latter view of flexibility is used, where flexibility acts as a second order competitive criterion. The aim is to differentiate between two dimensions of flexibility important to the manufacturing value chain, i.e., volume and product mix flexibility, and to investigate how different flexibility configurations are related to Various manufacturing practices. A clustering research approach is used to identify groups of companies based on flexibility configurations. The groups are then analyzed with respect to characteristics and impact on operational performance. For the empirical investigation, we use empirical data from the high performance manufacturing (HPM) study, including three industries and seven countries-a total of 211 plants. We find that flexibility configurations based on high or low levels of volume and mix flexibility combinations show significant differences both in terms of operational performance, and in terms of emphasis put into different flexibility source factors.

Place, publisher, year, edition, pages
Kidlington, Oxford, United Kingdom: Pergamon Press, 2009
Keywords
Empirical research, Flexible manufacturing, Operations management, Survey, Value chain
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:liu:diva-16407 (URN)10.1016/j.omega.2008.07.004 (DOI)000262063700002 ()
Note

Original Publication: Mattias Hallgren and Jan Olhager, Flexibility configurations: Empirical analysis of volume and product mix flexibility, 2009, OMEGA-INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE, (37), 4, 746-756. http://dx.doi.org/10.1016/j.omega.2008.07.004 Copyright: Elsevier Science B.V., Amsterdam. http://www.elsevier.com/

Available from: 2009-02-09 Created: 2009-01-23 Last updated: 2017-12-14Bibliographically approved
Hallgren, M. & Olhager, J. (2009). Lean and agile manufacturing: external and internal drivers and performance outcomes. International Journal of Operations & Production Management, 29(10), 976-999
Open this publication in new window or tab >>Lean and agile manufacturing: external and internal drivers and performance outcomes
2009 (English)In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 29, no 10, p. 976-999Article in journal (Refereed) Published
Abstract [en]

Purpose - Lean and agile manufacturing are two initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate internal and external factors that drive the choice of lean and agile operations capabilities and their respective impact on operational performance. Design/methodology/approach - Lean and agile manufacturing are each conceptualized as a second-order factor and measured through a bundle of distinct practices. The competitive intensity of industry and the competitive strategy are modeled as potential external and internal drivers, respectively, and the impact on quality, delivery, cost, and flexibility performance is analyzed using structural equations modeling. The model is tested with data from the high performance manufacturing project comprising a total of 211 plants from three industries and seven countries. Findings - The results indicate that lean and agile manufacturing differ in terms of drivers and outcomes. The choice of a cost-leadership strategy fully mediates the impact of the competitive intensity of industry as a driver of lean manufacturing, while agile manufacturing is directly affected by both internal and external drivers, i.e. a differentiation strategy as well as the competitive intensity of industry. Agile manufacturing is found to be negatively associated with a cost-leadership strategy, emphasizing the difference between lean and agile manufacturing. The major differences in performance outcomes are related to cost and flexibility, such that lean manufacturing has a significant impact on cost performance (whereas agile manufacturing has not), and that agile manufacturing has a stronger relationship with volume as well as product mix flexibility than does lean manufacturing. Research limitations/implications - Cross-sectional data from three industries and seven countries are used, and it would be interesting to test this model for more industries and countries. Practical implications - The results provide insights into the factors that influence the choice of lean or agile manufacturing for improving operations, and the results that can be obtained. Originality/value - To the authors knowledge, this is the first large-scale empirical survey of leanness and agility simultaneously, using data from manufacturing firms in Europe, Asia, and North America. The model incorporates a wide perspective on factors related to lean and agile manufacturing, to be able to identify similarities and differences.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2009
Keywords
Lean production, Agile production, Operations management
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-51776 (URN)10.1108/01443570910993456 (DOI)000271206100001 ()
Available from: 2009-11-18 Created: 2009-11-17 Last updated: 2017-12-12Bibliographically approved
Olhager, J., Hallgren, M. & West, M. (2008). Manufacturing strategy alignment. In: World Conference on Production and Operations Management,2008. Tokyo: POMS
Open this publication in new window or tab >>Manufacturing strategy alignment
2008 (English)In: World Conference on Production and Operations Management,2008, Tokyo: POMS , 2008Conference paper, Published paper (Refereed)
Abstract [en]

The competitive positions of manufacturing firms is typically considered to stem from the strategic alignment between market opportunities and manufacturing abilities; the foundation for manufacturing strategy. In this paper we investigate the role of alignment in a broader sense, including the business strategy. We review the concept of alignment between business strategy, manufacturing strategy, and other functional strategies, and develop a conceptual model linking alignment to manufacturing strength and operational performance. We test this model with data from the High Performance Manufacturing study; a total of 238 plants from three industries and eight countries. The results indicate that the alignment between manufacturing strategy and business strategy is of the utmost importance for manufacturing strength and subsequently high performance. The impact of alignment with other functional strategies is however non-significant. Still, the relationship between business strategy alignment and functional strategy alignment is significant. These results imply that the business strategy is well aligned with the functional strategies, including manufacturing strategy, while the link between functional strategies does not significantly support manufacturing as a competitive resource. The impact of manufacturing strength on operational performance is highly significant.

Place, publisher, year, edition, pages
Tokyo: POMS, 2008
Keywords
Empirical analysis, Path analysis, Structural equations modeling
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-43907 (URN)75065 (Local ID)75065 (Archive number)75065 (OAI)
Available from: 2009-10-10 Created: 2009-10-10
Hallgren, M., Olhager, J. & Schroeder, R. G. (2007). Competitive capabilities: a contingency perspective. Journal of Operations Management
Open this publication in new window or tab >>Competitive capabilities: a contingency perspective
2007 (English)In: Journal of Operations Management, ISSN 0272-6963, E-ISSN 1873-1317Article in journal (Other academic) Submitted
Abstract [en]

In this paper we present and test an alternative model for competitive capabilities.Traditionally, a cumulative model has been viewed as having one sequence of buildingoperations capabilities in a firm in support of market needs, including quality,delivery, cost efficiency and flexibility. Although appealing as a conceptual model,empirical testing has not been able to fully support the cumulative model. This paperacknowledges the need for differentiated approaches to managing capability indifferent operating environments. The competitive capability model that is presented istested empirically using data from the High Performance Manufacturing (HPM) study,including three industries and seven countries – a total of 211 plants. The results showthat there is empirical support for differentiating the competitive capabilities; firmsproducing to stock follow a path of quality, delivery and cost, whereas those producingto customer order exhibit a capability path in the order of quality, delivery andflexibility. Thus, while quality and delivery are common, cost and flexibility acts asdifferentiators contingent upon the manufacturing environment.

Keywords
Operations strategy; Empirical research; Competitive capabilities; Decoupling point
Identifiers
urn:nbn:se:liu:diva-53024 (URN)
Available from: 2010-01-14 Created: 2010-01-14 Last updated: 2017-12-12
Hallgren, M. (2007). Competitive strategies and manufacturing focus: an empirical analysis. International Journal of Production Economics
Open this publication in new window or tab >>Competitive strategies and manufacturing focus: an empirical analysis
2007 (English)In: International Journal of Production EconomicsArticle in journal (Refereed) Submitted
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:liu:diva-14544 (URN)
Available from: 2007-05-25 Created: 2007-05-25 Last updated: 2010-05-31
Olhager, J., Hallgren, M. & West, M. (2007). Manufacturing strategy alignment. In: The Swedish Production Symposium,2007. Gothenburg: Chalmers
Open this publication in new window or tab >>Manufacturing strategy alignment
2007 (English)In: The Swedish Production Symposium,2007, Gothenburg: Chalmers , 2007Conference paper, Published paper (Refereed)
Abstract [en]

    

Place, publisher, year, edition, pages
Gothenburg: Chalmers, 2007
Keywords
Manufacturing strategy, Performance, SEM
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-40180 (URN)52558 (Local ID)52558 (Archive number)52558 (OAI)
Available from: 2009-10-10 Created: 2009-10-10
Hallgren, M. (2007). Manufacturing Strategy, Capabilities and Performance. (Doctoral dissertation). Linköping: Institutionen för ekonomisk och industriell utveckling, Linköpings universitet
Open this publication in new window or tab >>Manufacturing Strategy, Capabilities and Performance
2007 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This dissertation addresses the topic of manufacturing strategy, especially the manufacturing capabilities and operational performance of manufacturing plants. Manufacturing strategy research aims at providing a structured decision making approach to improve the economics of manufacturing and to make companies more competitive.

The overall objective of this thesis is to investigate how manufacturing companies make use of different manufacturing practices or bundles of manufacturing practices to develop certain sets of capabilities, with the ultimate goal of supporting the market requirements. The thesis aims to increase the understanding of the role of operations management and its immediate impact on manufacturing performance. Following the overall research objective three areas are identified to be of particular interest; to investigate (i) the relationship among different dimensions of operational performance, (ii) the way different performance dimensions are affected by manufacturing practices or bundles of manufacturing practices, (iii) whether there are contingencies that may help explain the relationships between dimensions of manufacturing capabilities or the effects of manufacturing practices or bundles of manufacturing practices on operational performance.

The empirical elements in this thesis use data from the High Performance Manufacturing (HPM) project. The HPM project is an international study of manufacturing plants involving seven countries and three industries.

The research contributes to several insights to the research area of manufacturing strategy and to practitioners in manufacturing operations. The thesis develops measurements for and tests the effects of several manufacturing practices on operational performance. The results are aimed at providing guidance for decision making in manufacturing companies. The most prominent implication for researchers is the manifestation of the customer order decoupling point as an important contingency variable to consider when studying manufacturing operations.

Place, publisher, year, edition, pages
Linköping: Institutionen för ekonomisk och industriell utveckling, Linköpings universitet, 2007. p. 33
Series
Linköping Studies in Science and Technology. Dissertations, ISSN 0345-7524 ; 1108
Keywords
Manufacturing Strategy, Manufacturing Capabilities, Operational Performance, Empirical Research, Contingency Factors
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:liu:diva-8962 (URN)978-91-85831-72-2 (ISBN)
Public defence
2007-06-08, A1, Hus A, Campus Valla, Linköpings universitet, Linköping, 13:15 (English)
Opponent
Supervisors
Available from: 2007-05-25 Created: 2007-05-25 Last updated: 2013-04-11
Hallgren, M. & Olhager, J. (2006). At the crossroads of sandcone and customer order decoupling point theory: a practice based analysis. In: Decision Sciences Institute Annual Meeting - Decision Making to Increase Business Value,2006 (pp. 122-122).
Open this publication in new window or tab >>At the crossroads of sandcone and customer order decoupling point theory: a practice based analysis
2006 (English)In: Decision Sciences Institute Annual Meeting - Decision Making to Increase Business Value,2006, 2006, p. 122-122Conference paper, Published paper (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-36312 (URN)30967 (Local ID)30967 (Archive number)30967 (OAI)
Available from: 2009-10-10 Created: 2009-10-10
Hallgren, M. (2006). Competitive strategies and manufacturing focus: an empirical analysis. In: Fourteenth International Working Seminar on Production Economics,2006 (pp. 199-208).
Open this publication in new window or tab >>Competitive strategies and manufacturing focus: an empirical analysis
2006 (English)In: Fourteenth International Working Seminar on Production Economics,2006, 2006, p. 199-208Conference paper, Published paper (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-33044 (URN)19007 (Local ID)19007 (Archive number)19007 (OAI)
Available from: 2009-10-09 Created: 2009-10-09
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