Strategic Consensus in SMEs: Behavioral Operations Perspective on Manufacturing Strategy

Paper in proceeding, 2013

Previous manufacturing strategy (MS) studies have to a limited extent incorporated the people dimension emphasized in the behavioral operations field. This paper aims to empirically examine the relationship between managers’ and operators’ perceptions of MS from a behavioral operations perspective. Interviews with both managers and operators at three Swedish metalworking small and medium enterprises (SMEs) were conducted. The results show a higher level of strategic consensus, compared to earlier research. Strategic consensus is primarily seen within the intra-organizational dimensions. Lack of consensus seems to be caused primarily by poor communication about strategic objectives and long-term plans. By emphasizing the people dimension of MS, this paper contributes to increased knowledge about strategic consensus at SMEs and the importance of strategic commitment and strategic consensus for a successful MS process.