Bakalis, Steve, Joiner, Therese A and Spencer, X Sarah Yang (2008) Flexible Manufacturing Strategies, Performance Management Systems and Organisational Performance: Evidence from Australia. Global Business and Economics Anthology, II (Dec). pp. 63-72. ISSN 1553-1392

Abstract

Against a backg~ound of a customization imperative embraced by manufacturing firms in industrialized nations and the concomitant call for more balanced performance measurement systems (PMS), this study examines the mediating role of both non-financial and financial performance measures in the relationship between a firm's strateBc orientation of flexible manufacturing and organizational performance. A path-analytical model is adopted using questionnaire data from Australian manufacturing firms. The results indicate that, firstly. firms emphasizing a flexible manufacturing strategy utilize non-financial as well as financial performance measures; secondly, both these performance measures are associated with higher organizational performance; and thrdly, there is a positive association between a firm's strategc emphasis on flexible manufacturing and organization performance via nonfinancial and financial performance measures. This study underscores the importance of botj~n on-financial and financial performance measures for firms pursuing customizauon type strategies and adds to our knowledge of PMSs by exploring the intervening role of such'systems in the linlung flexible manufacturing strategy to organization performance

Search Google Scholar

Repository staff login