TY - JOUR
T1 - Environmental turbulence: impact on UK SMEs’ manufacturing priorities
AU - Sainidis, Eustathios
AU - Robson, Andrew
PY - 2016/10/17
Y1 - 2016/10/17
N2 - Purpose
This paper aims to assess the impact of 2008 recession (Great Recession)-led environmental turbulence on the manufacturing small and medium enterprise (SME) sector and its related competitive priorities.
Design/methodology/approach
A mixed methods research strategy, consisting of a survey of 104 manufacturing SMEs located in the UK, complemented by 17 in-depth interviews with senior management representatives from this survey group.
Findings
Senior managers have prompted a realignment of competitive manufacturing priorities accounting for external financial and market conditions. Differing competitive priorities post-recession are given to various areas of manufacturing decision-making, the greatest impact being on manufacturing costs. Manufacturing flexibility, performance in meeting customer deliveries and enhancing supplier selection are merited to increase priority with relatively little change for process technology, quality and environmental practices.
Research limitations/implications
The sample of survey participants was relatively small, therefore prohibiting an assessment of differences in competitive priorities by sub-sectors of manufacturing SMEs. This was offset by a healthy number of informative, in-depth interviews that provided a richness of examples and insight into the shifting priorities for the sector.
Practical implications
Clear priorities have emerged around reducing manufacturing costs, being more flexible in manufacturing and improving outward performance relating to customers and suppliers.
Originality/value
This builds on established manufacturing strategy constructs and points to necessary competitive priority realignment focused on the performance areas listed above.
AB - Purpose
This paper aims to assess the impact of 2008 recession (Great Recession)-led environmental turbulence on the manufacturing small and medium enterprise (SME) sector and its related competitive priorities.
Design/methodology/approach
A mixed methods research strategy, consisting of a survey of 104 manufacturing SMEs located in the UK, complemented by 17 in-depth interviews with senior management representatives from this survey group.
Findings
Senior managers have prompted a realignment of competitive manufacturing priorities accounting for external financial and market conditions. Differing competitive priorities post-recession are given to various areas of manufacturing decision-making, the greatest impact being on manufacturing costs. Manufacturing flexibility, performance in meeting customer deliveries and enhancing supplier selection are merited to increase priority with relatively little change for process technology, quality and environmental practices.
Research limitations/implications
The sample of survey participants was relatively small, therefore prohibiting an assessment of differences in competitive priorities by sub-sectors of manufacturing SMEs. This was offset by a healthy number of informative, in-depth interviews that provided a richness of examples and insight into the shifting priorities for the sector.
Practical implications
Clear priorities have emerged around reducing manufacturing costs, being more flexible in manufacturing and improving outward performance relating to customers and suppliers.
Originality/value
This builds on established manufacturing strategy constructs and points to necessary competitive priority realignment focused on the performance areas listed above.
KW - environmental turbulence
KW - great recession
KW - manufacturing priorities
KW - mixed-methods research
KW - UK manufacturing SMEs
U2 - 10.1108/MRR-06-2015-0140
DO - 10.1108/MRR-06-2015-0140
M3 - Article
VL - 39
SP - 1239
EP - 1264
JO - Management Research Review
JF - Management Research Review
SN - 2040-8269
IS - 10
ER -