| Abstract: | Despite the accepted need for strategic alignment in the manufacturing strategy literature, there has been relatively little research aimed at simultaneously aligning decisions in the structural and infrastructural areas with the competitive priorities of an organization. This article attempts to bridge the gap by examining how work force management practices, an infrastructural decision, should be aligned with both the process technology of a manufacturing plant, a structural decision, and its competitive priorities. A conceptual model for linking competitive priorities, process technologies, and work force management practices is presented, and specific and testable propositions are developed for future empirical research. The proposed conceptual model is based on the premise that the process of matching work force management practices to competitive priorities involves identification of the key managerial tasks underlying various competitive priorities. These tasks, in turn, are matched with the process technology characteristics and work force management practices to seek a good fit, which is expected to improve manufacturing performance. |
