Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis

Detalhes bibliográficos
Autor(a) principal: Brock, Vitor Fabian
Data de Publicação: 2013
Outros Autores: Gavronski, Iuri
Tipo de documento: Artigo
Idioma: eng
Título da fonte: JOSCM. Journal of Operations and Supply Chain Management
Texto Completo: https://periodicos.fgv.br/joscm/article/view/9206
Resumo: Recent literature has proposed that institutions play a pivotal role in corporate andbusiness strategies. We argue that this role holds for manufacturing strategy as well. Despite extensiveliterature regarding international operations management (OM), few studies verify how importantvariables in OM vary across different institutional contexts. This scarcity of comparative crosscountryresearch reveals an important gap both for research and practice. In this paper we addressthis gap by providing a data analysis of a recent survey collected in Canada and Brazil. We replicateand extend previous research by comparing important variables of manufacturing strategy in thesetwo institutional contexts such as knowledge exchange, green process management, environmentalsupplier management and the traditional manufacturing performance dimensions.DOI: 10.12660/joscmv6n1p106-121URL: http://dx.doi.org/10.12660/joscmv6n1p106-121
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spelling Does the Institutional Context Shape International Operations Strategy? Country-Level AnalysisOperations StrategyGreen Supply ManagementSustainable OperationsGlobal OperationsInstitutional Context.Recent literature has proposed that institutions play a pivotal role in corporate andbusiness strategies. We argue that this role holds for manufacturing strategy as well. Despite extensiveliterature regarding international operations management (OM), few studies verify how importantvariables in OM vary across different institutional contexts. This scarcity of comparative crosscountryresearch reveals an important gap both for research and practice. In this paper we addressthis gap by providing a data analysis of a recent survey collected in Canada and Brazil. We replicateand extend previous research by comparing important variables of manufacturing strategy in thesetwo institutional contexts such as knowledge exchange, green process management, environmentalsupplier management and the traditional manufacturing performance dimensions.DOI: 10.12660/joscmv6n1p106-121URL: http://dx.doi.org/10.12660/joscmv6n1p106-121FGV EAESP2013-06-25info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.fgv.br/joscm/article/view/920610.12660/joscmv6n1p106-121Journal of Operations and Supply Chain Management; Vol. 6 No. 1 (2013): January - June; 106-121Journal of Operations and Supply Chain Management; v. 6 n. 1 (2013): January - June; 106-1211984-3046reponame:JOSCM. Journal of Operations and Supply Chain Managementinstname:Fundação Getulio Vargas (FGV)instacron:FGVenghttps://periodicos.fgv.br/joscm/article/view/9206/8454Brock, Vitor FabianGavronski, Iuriinfo:eu-repo/semantics/openAccess2018-06-12T16:13:07Zoai:ojs.periodicos.fgv.br:article/9206Revistahttp://bibliotecadigital.fgv.br/ojs/index.php/joscmPRIhttp://bibliotecadigital.fgv.br/ojs/index.php/joscm/oai||joscm@fgv.br1984-30461984-3046opendoar:2018-06-12T16:13:07JOSCM. Journal of Operations and Supply Chain Management - Fundação Getulio Vargas (FGV)false
dc.title.none.fl_str_mv Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
title Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
spellingShingle Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
Brock, Vitor Fabian
Operations Strategy
Green Supply Management
Sustainable Operations
Global Operations
Institutional Context.
title_short Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
title_full Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
title_fullStr Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
title_full_unstemmed Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
title_sort Does the Institutional Context Shape International Operations Strategy? Country-Level Analysis
author Brock, Vitor Fabian
author_facet Brock, Vitor Fabian
Gavronski, Iuri
author_role author
author2 Gavronski, Iuri
author2_role author
dc.contributor.author.fl_str_mv Brock, Vitor Fabian
Gavronski, Iuri
dc.subject.por.fl_str_mv Operations Strategy
Green Supply Management
Sustainable Operations
Global Operations
Institutional Context.
topic Operations Strategy
Green Supply Management
Sustainable Operations
Global Operations
Institutional Context.
description Recent literature has proposed that institutions play a pivotal role in corporate andbusiness strategies. We argue that this role holds for manufacturing strategy as well. Despite extensiveliterature regarding international operations management (OM), few studies verify how importantvariables in OM vary across different institutional contexts. This scarcity of comparative crosscountryresearch reveals an important gap both for research and practice. In this paper we addressthis gap by providing a data analysis of a recent survey collected in Canada and Brazil. We replicateand extend previous research by comparing important variables of manufacturing strategy in thesetwo institutional contexts such as knowledge exchange, green process management, environmentalsupplier management and the traditional manufacturing performance dimensions.DOI: 10.12660/joscmv6n1p106-121URL: http://dx.doi.org/10.12660/joscmv6n1p106-121
publishDate 2013
dc.date.none.fl_str_mv 2013-06-25
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv https://periodicos.fgv.br/joscm/article/view/9206
10.12660/joscmv6n1p106-121
url https://periodicos.fgv.br/joscm/article/view/9206
identifier_str_mv 10.12660/joscmv6n1p106-121
dc.language.iso.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv https://periodicos.fgv.br/joscm/article/view/9206/8454
dc.rights.driver.fl_str_mv info:eu-repo/semantics/openAccess
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv FGV EAESP
publisher.none.fl_str_mv FGV EAESP
dc.source.none.fl_str_mv Journal of Operations and Supply Chain Management; Vol. 6 No. 1 (2013): January - June; 106-121
Journal of Operations and Supply Chain Management; v. 6 n. 1 (2013): January - June; 106-121
1984-3046
reponame:JOSCM. Journal of Operations and Supply Chain Management
instname:Fundação Getulio Vargas (FGV)
instacron:FGV
instname_str Fundação Getulio Vargas (FGV)
instacron_str FGV
institution FGV
reponame_str JOSCM. Journal of Operations and Supply Chain Management
collection JOSCM. Journal of Operations and Supply Chain Management
repository.name.fl_str_mv JOSCM. Journal of Operations and Supply Chain Management - Fundação Getulio Vargas (FGV)
repository.mail.fl_str_mv ||joscm@fgv.br
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