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R&D and Global Manufacturing Performance

Published: 01 January 1998 Publication History

Abstract

R&D intensity and manufacturing performance were evaluated in this study of 600 durable goods firms in 20 countries. In a path-analytic model, R&D intensity was significantly associated with improvements in market share (R2 = 34%), controlling for firm size, previous market share, and regardless of industry or region of the world. Market share increases were also significantly correlated with improvements in manufacturing agility (R2 = 4%). Agility improvement was significantly correlated with R&D intensity, and computerization in manufacturing, controlling for firm size and region, and did exhibit industry effects, with electronic equipment firms elevated on this measure. Computerization exhibited regional (not industry) differences, with South American firms depressed on this measure. The role of computerization in manufacturing and agility in firm innovativeness are discussed.

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  • (2022)Should We All Work in Sprints? How Agile Project Management Improves PerformanceManufacturing & Service Operations Management10.1287/msom.2022.109124:4(2293-2309)Online publication date: 1-Jul-2022
  • (2022)Manufacturing Process Innovation in the Pharmaceutical IndustryManufacturing & Service Operations Management10.1287/msom.2021.103524:3(1760-1778)Online publication date: 1-May-2022
  • (2018)Are Dynamic Capabilities the Missing Link Between the IS Strategy and Performance Relationship?ACM SIGMIS Database: the DATABASE for Advances in Information Systems10.1145/3229335.322933949:2(35-53)Online publication date: 25-May-2018
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Published In

cover image Management Science
Management Science  Volume 44, Issue 1
January 1998
148 pages
ISSN:0025-1909
Issue’s Table of Contents

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INFORMS

Linthicum, MD, United States

Publication History

Published: 01 January 1998

Author Tags

  1. Agility
  2. Process Innovation
  3. Product Innovation
  4. R&D

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Cited By

View all
  • (2022)Should We All Work in Sprints? How Agile Project Management Improves PerformanceManufacturing & Service Operations Management10.1287/msom.2022.109124:4(2293-2309)Online publication date: 1-Jul-2022
  • (2022)Manufacturing Process Innovation in the Pharmaceutical IndustryManufacturing & Service Operations Management10.1287/msom.2021.103524:3(1760-1778)Online publication date: 1-May-2022
  • (2018)Are Dynamic Capabilities the Missing Link Between the IS Strategy and Performance Relationship?ACM SIGMIS Database: the DATABASE for Advances in Information Systems10.1145/3229335.322933949:2(35-53)Online publication date: 25-May-2018
  • (2018)A global optimization for sustainable multi-domain global manufacturingComputers and Operations Research10.1016/j.cor.2015.12.00189:C(307-323)Online publication date: 1-Jan-2018
  • (2015)Does director interlock impact corporate R&D investment?Decision Support Systems10.1016/j.dss.2015.01.00171:C(28-36)Online publication date: 1-Mar-2015
  • (2013)The Green Quality Function Deployment Method for Business ManagementJournal of Integrated Design & Process Science10.5555/2596926.259693017:2(37-58)Online publication date: 1-Apr-2013
  • (2012)Regulatory Influence and the Imperative of Innovation in Identity and Access ManagementInformation Resources Management Journal10.4018/irmj.201207010425:3(78-97)Online publication date: 1-Jul-2012
  • (2009)Ambidexterity in Technology SourcingOrganization Science10.1287/orsc.1080.040420:4(759-780)Online publication date: 1-Jul-2009
  • (2002)CEO Characteristics and Firm R&D SpendingManagement Science10.5555/2896454.289646048:6(782-801)Online publication date: 1-Jun-2002

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