An empirical examination of the relationship between competitive strategy and process technology in the tooling and machining industry.

A considerable segment of the business literature has espoused the importance of appropriately using process or manufacturing technology to support competitive strategy. This literature implicitly and explicitly suggests the importance of fit between a firm\u27s business level strategy and its process technology. Three gaps remain with respect to the fit assertion: (1) The nature of fit is insufficiently specified. (2) No empirical research has attempted to statistically validate the existence of fit within an industry. (3) No empirical research has attempted to statistically link fit to firm performance. To address these issues, this dissertation surveys firms in the U.S. tooling and machining industry to test hypotheses on the nature, existence, and impact on performance of fit. Strategy is assessed as membership in one of six strategic groups derived from clustering eight strategy factors. Factor analysis results in four technology factors, Dedicated Automation, Non-Dedicated Automation, Range of Capabilities, and Computer Aided Design. Performance comprises ROS and average annual sales growth. Findings regarding the nature of fit suggest: (1) Dedicated and non-dedicated automation relate positively to new and existing product stability. Broad product range (products very different from each other) relates negatively to dedicated automation, but does not relate to non-dedicated automation. (2) Linkages may be obscured because multiple capabilities are often bundled in a given technology so that different strategies use the same technology for different reasons. (3) Process technology appears to relate primarily to strategic dimensions concerning physical product characteristics, and very little to service dimensions. The existence of fit is demonstrated by highly significant differences in technology between groups, combined with the qualitative plausibility with which these differences appear to correspond to each strategic group. Although insufficient support was found for fit linked to performance (technology moderating strategic group membership\u27s impact on performance), results suggest that performance advantage from a technology is gained not in the group where it is most appropriate or a given, but in a group where it is also appropriate, but less widespread

The Group Creativity Exercise Getting MBAs to Work and Think Effectively in Groups

This experiential exercise is designed to engage participants in a process of group creativity that helps students lead or be a part of a creative team. The challenging and tangible nature of building a room­height tower provides a heightened experience that elicits many issues and strong emotions. The exercise provides a robust platform from which the instructor can choose which of many group creativity subtopics to emphasize. In addition to exercise instructions, guidance is given on how learning goals related to creativity techniques, group development, interpersonal dynamics, and leadership—can be addressed in a debriefing discussion. Both “pre­taught” and “retrospective” teaching approaches are discussed, although a retrospective approach in which the instructor makes connections with theory during debriefing discussions is recommended. The experience of learning by doing should yield more realistic and memorable understanding of group creativity than could be accomplished with readings and/or lecture alone

Proposing a Framework for Understanding the Diffusion of Technology: The Case of Laser Technology

A framework for studying the diffusion process of laser-based cutting and welding technologies to small precision manufacturing companies is proposed. A preliminary multi-case study of small businesses highlights factors impacting the laser-based precision manufacturing industry in Connecticut and underscores the importance of studying diffusion as a multi-stage, continuous, and dynamic process that reflects the various needs of these small businesses to remain competitive. It calls for facilitating the sharing of information and resources among technology and manufacturing companies to ensure their long-term competitiveness in an increasingly dynamic overall environment

The Group Creativity Exercise Getting MBAs to Work and Think Effectively in Groups

This experiential exercise is designed to engage participants in a process of group creativity that helps students lead or be a part of a creative team. The challenging and tangible nature of building a room­height tower provides a heightened experience that elicits many issues and strong emotions. The exercise provides a robust platform from which the instructor can choose which of many group creativity subtopics to emphasize. In addition to exercise instructions, guidance is given on how learning goals related to creativity techniques, group development, interpersonal dynamics, and leadership—can be addressed in a debriefing discussion. Both “pre­taught” and “retrospective” teaching approaches are discussed, although a retrospective approach in which the instructor makes connections with theory during debriefing discussions is recommended. The experience of learning by doing should yield more realistic and memorable understanding of group creativity than could be accomplished with readings and/or lecture alone

Cross-cultural Communication and Multicultural Team Performance: A German and American Comparison

This study builds on work by Matveev & Nelson (2004) which investigated the relationship between cross-cultural communication competence and multicultural team performance using American and Russian managers. This study examines the impact of national culture on German and American subjects. While a relationship between cross-cultural communication competence and multicultural team performance was found, it did not differ by overall national culture. Of the four dimensions of cross-cultural communication competence, only Cultural Empathy was found to be significantly different between Germans and Americans. No differences were found for the dimensions of Interpersonal Skills, Team Effectiveness, and Cultural Uncertainty