Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

Ž .

Journal of Operations Management 18 2000 209–247

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Discipline note

International operations management research

Sameer Prasad

a,)

_{, Sunil Babbar}

b,1

a

Department of Management, College of Business and Economics, UniÕersity of Wisconsin-Whitewater, Whitewater, WI, 53190-1790, USA b

Department of Information Technology and Operations Management, College of Business, Florida Atlantic UniÕersity, Boca Raton,

FL, 33431-0991, USA

Received 5 February 1998; accepted 22 April 1999

Abstract

Ž .

This paper profiles the literature on international operations management IOM from 28 leading operations management, international business, and management journals over the years 1986–1997. Trends in the frequency of IOM articles published and in topical coverage are identified based on research appearing in the journal set reviewed. A framework is developed and presented for classifying the IOM research literature by topical area and scope. Based on the articles reviewed, IOM research is found to focus most on industrialized countries and regions. There is need for empirical studies that span a wider range of countries in order to glean broader insights and to develop generalized theories of international operations management. A number of issues are identified for possible future research. The IOM literature from the journal set is reviewed and the comprehensive set of bibliographic references included provides both academicians and practitioners with a useful source of information to draw from. As identified, much of the work in international operations management seems motivated by a desire to provide firms with an economic benefit. While this is undoubtedly worthwhile, the objective of IOM research could be broadened to encompass social and economic goals of non-profit organizations as well as international agencies such as the United Nations.q_{2000 Elsevier Science B.V. All rights reserved.}

Keywords: International operations; Framework; Classification; Industrialization; Literature review

1. Introduction

International trade and investment has increased

dramatically in recent years. The massive transfer of

goods, services, and wealth through global trade and

)_{Corresponding author. Tel.:q1-414-472-5440; fax:q} 1-414-472-4863; E-mail: prasads@uwwvax.uww.edu

1

Tel.: q1-561-297-3179; fax: q1-561-297-3978; E-mail: babbar@fau.edu.

investment is having a profound effect on the

economies of nations worldwide. Such doses of

for-eign investment have helped alter the very landscape

of

some

countries.

Multinational

Corporations

Ž

_{MNCs and other international agencies invest over-}

.

seas by initiating start-ups, entering into joint

ven-tures, or acquiring existing organizations. Most of

these transactions involve construction of new

facili-ties, transfer of technology, and supply chain

man-agement. Undoubtedly, such developments present a

particularly rich opportunity for studying

Interna-Ž

.

tional Operations Management IOM . The need to

0272-6963r00r$ - see front matterq_{2000 Elsevier Science B.V. All rights reserved.} Ž .

( ) S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 210

understand international operations is becoming an

important requisite for academicians as well as

prac-titioners today.

A number of scholars have examined and

pro-vided useful insights on research directions in the

Ž

.

broad field of Operations Management OM . These

Ž

.

Ž

.

include Buffa 1980 , Chase 1980 , Miller et al.

Ž

1981 , Mabert 1982 , Voss 1984 , Saladin 1985 ,

.

Ž

.

Ž

.

Ž

.

Ž

.

Ž

.

Chase and Prentis

1987 , Hill

1987 ,

Amoako-Ž

.

Gyampah

and Meredith

1989 ,

Meredith

and

Ž

.

Ž

.

Amoako-Gyampah 1990 , Meredith et al. 1989 ,

Ž

.

Ž

.

Swamidass 1991 , and Neely 1993 .

A few authors have examined parts of the

interna-tional operations literature. For example, Birou and

Ž

.

Ž

.

Fawcett 1993 and Ellram and Carr 1994 report on

the publication activity in international purchasing.

Ž

.

Boone et al. 1996 examine the research on

interna-Ž

.

tional operations networks, Flynn 1992 identifies

some of the international quality management

litera-Ž

.

ture, and Roth et al. 1997 provide a partial

biblio-graphic list of the IOM literature. Nevertheless,

despite the growing importance of international

operations, no attempt has been made to

comprehen-sively profile and classify the IOM research

litera-ture. Our study attempts to fill this gap by examining

the body of IOM literature from a broad set of

reputable journals over the last 12 years. In so doing,

Ž .

it aims to: 1 identify the trend in the number of

Ž .

IOM articles published across these journals,

2

profile this work by its focus on country, region, and

Ž .

level of industrialization, 3 define a framework for

Ž .

IOM research, and

4

provide a comprehensive

review of the IOM literature from the journal set.

In view of the above-mentioned objectives of this

study, identifying the trend in the number of

publica-tions in the journals reviewed shows whether IOM is

receiving the increased attention in research that it

deserves. A profile of the IOM research by its focus

on individual countries, regions, and their level of

industrialization can serve as a useful indication of

whether IOM research adequately complements the

actual significance placed on particular countries and

regions for international trade and manufacture. The

classification framework enables a better

understand-ing of the IOM literature and facilitates further

in-quiry into relevant issues and comparisons across

countries and regions. Finally, review of the IOM

literature from the journal set and its bibliographic

references in this paper provides practitioners and

academicians with a comprehensive source of

infor-mation to draw from. It also helps identify areas for

future research.

2. Research methodology

2.1. Journal set

For this study, 28 journals were identified as

reputable outlets for research in the area of IOM.

Ž

.

Studies by Barman et al. 1991 and Young et al.

Ž

1996 have identified and rated a set of 21 well-

.

known Production and Operations Management

Ž

_{POM journals. To this set of 21 journals we added}

.

California Management Re

Õ

iew, Sloan Management

Re

Õ

iew, and Strategic Management Journal — three

journals suggested by Amoako-Gyampah and

Mered-Ž

.

ith 1989 . To further expand the scope of our

as-sessment of IOM research in leading journals, we

also included Academy of Management Executi

Õ

e,

Journal of International Business Studies, Journal of

Management

and

Journal

of

World

Business

Ž

formerly Columbia Journal of World Business .

.

Thus, in our study, we base our assessment of IOM

research primarily on publications appearing in the

28 journals listed in Table 1. We recognize that there

exists a substantial body of literature in OM and

other functional areas such as in marketing, finance

and accounting that interacts with one or more

inter-national variables to affect operations management.

In order to further ground the literature, we do

include some additional references to salient books

and articles which may not be part of the 28 journals

listed in Table 1.

Our review of IOM publications in the 28 journals

spans a 12-year period from 1986 to 1997, and our

classification of IOM articles is based on a defined

set of criteria. However, defining what constitutes

both OM and international research undoubtedly

in-volves some subjective judgement. While we made

every effort to identify IOM articles by reviewing all

articles appearing in these journals during the

rele-vant period, some may have been overlooked. Any

omissions of IOM articles from these journals are

unintentional.

( )

S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 211 Table 1

The base journal set

Academy of Management Executive was first published in 1987. The International Journal of Production Economics was formed through a consolidation of Engineering Costs and Production Economics and Journal of Manufacturing and Operations ment. International Journal of Purchasing and Materials ment was formerly Journal of Purchasing and Materials Manage-ment. Journal of World Business was previously Columbia Jour-nal of World Business. Production and Operations Management was first published in 1992.

Journal

Academy of Management Executive Academy of Management Journal Academy of Management Review California Management Review Computers and Industrial Engineering Computers and Operations Research Decision Sciences

European Journal of Operational Research Harvard Business Review

IIE Transactions Interfaces

International Journal of Operations and Production Management International Journal of Production Economics

International Journal of Production Research

International Journal of Purchasing and Materials Management Journal of International Business Studies

Journal of Management

Journal of Operational Research Society Journal of Operations Management Journal of World Business Management Science Naval Research Logistics Omega

Operations Research

Production and Inventory Management Journal Production and Operations Management Sloan Management Review

Strategic Management Journal

2.2. Article identification

Articles with an OM content and international

scope were identified as IOM articles. The scope was

considered as being international for articles with a

country, region, or global focus. Articles with an

international focus also brought in either an

eco-nomic, cultural, legal, or political variable.

The international economic environment is shaped

by factors such as the level of economic

develop-Ž

.

ment, population, Gross Domestic Product GDP ,

per capita income, literacy levels, social

infrastruc-ture, natural resources, membership in economic

blocks, monetary and fiscal policies, degree of

com-petition, currency convertibility, inflation, taxation

systems, interest rates and wages and salary levels

Ž

Bass et al., 1977; Kogut, 1985a; Doz, 1986;

Encar-nation and Wells, 1986; Porter, 1986; Goonatilake,

1990; Swamidass, 1990; Fawcett et al., 1993; Vargas

and Johnson, 1993; Murakoshi, 1994; Nichols and

.

Taylor, 1995; Phatak, 1995; Li and Wang, 1996 .

Culture refers to a system of socially created and

learned standards for perceptions and behavior shared

by members of a certain group. In the words of

Ž

. Ž

.

Hofstede 1993

p. 89 culture is ‘‘the collective

programming of the mind that distinguishes one

group or category of people from another.’’ Cultural

effects of customs, languages, attitudes, motivation,

social institutions, status symbols, and religious

be-liefs have all been documented in the international

Ž

operations literature Seto, 1988; Chikan and

Why-bark, 1990; West, 1992; Klassen and WhyWhy-bark, 1994;

.

Matsuura et al., 1995; Phatak, 1995 . Although many

sub-cultures may exist within a country, the term

‘‘national culture’’ is used to describe the general

Ž

.

practices of nations Hofstede, 1993 . Cultures have

been measured along a number of dimensions

includ-ing

individualism–collectivism,

power

distance,

masculinity–femininity and uncertainty avoidance

Ž

Hofstede, 1993 , and high–low context Hall, 1981 .

.

Ž

.

For example, Japan is high in masculinity, high in

uncertainty avoidance, and exhibits higher power

distance and collectivism, whereas United States is

relatively low in uncertainty avoidance, power

dis-tance, and context, and high in individualism.

The legal environment includes factors such as

legal traditions, their effectiveness, treaties with other

nations, patents, trademark laws and laws affecting

Ž

business firms

Bass et al., 1977; Picard, 1982;

Klassen and Whybark, 1994; Murphy and Daley,

1994b; Vastag and Whybark, 1994; Nichols and

.

Taylor, 1995; Phatak, 1995 .

Political systems cover elements such as the form

of government, political ideology, administration’s

stability, strength of opposition parties, social

dis-cord, political strife, foreign policy, and

governmen-Ž

tal attitudes towards MNCs Bass et al., 1977; Haug,

.

1985; Phatak, 1995 .

As mentioned earlier, for classification as IOM

research, an article had to have an international and

( ) S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 212

an OM topical focus. In determining how an article

would be classified, the title, abstract, keywords or

the main body of the article was reviewed. The

classification process was conducted by two

individ-uals. The first individual identified the OM topic

area and the country, region or global focus of the

article. Most articles clearly fell into one of the topic

areas based on their predominant focus. In this

itera-tion, articles that were deemed to not have a clear

predominant focus were specifically identified. In the

second iteration, these classifications were reviewed

by the other individual. The preliminary inter-rater

reliability ranged from a high of 95% to a low of

76%. In the third iteration, both the authors reviewed

those articles not classified by them in the first

iteration as well as those dissimilarly classified in the

second iteration and discussed disagreements to a

resolution.

3. Framework for IOM research

A framework is developed for classifying IOM

research using two categorical dimensions.

Tradi-tional operations management topics constitute the

first dimension of this framework. The operations

management topic areas included along this

dimen-sion of the framework are strategy, location,

capac-ity, flexibilcapac-ity, technology, productivcapac-ity, layout,

fore-casting, scheduling, aggregate planning, purchasing,

distribution, inventory, JIT, quality, reliability and

maintenance, work measurement, service, and

pro-ject management. These 19 OM topic areas are

drawn primarily from and can, if needed, be

col-lapsed into the 17 topic areas defined by

Amoako-Ž

.

Gyampah and Meredith 1989 .

The scope of the studies constitutes the second

dimension in the framework. Along this dimension,

articles are identified as: mono-country

r

region,

cross-country

r

region and global studies.

Mono-country

r

region studies serve as a means of inquiry

into OM practices within a country or region and the

applicability of OM knowledge in different

coun-tries. Such studies also play an important role in

questioning the universality of practices and ideas

Ž

_{Adler, 1983 . Cross-country}

.

_r

_{region studies search}

for both similarities and differences in operations

management practices and can be used to discover

Ž

.

emergent universality

Adler, 1983 . At a global

scale, similarities and differences can be used to

shape competitive advantage. In this dimension of

the framework, the mono-country

r

region category is

further divided into four industrial groups:

develop-ing, transitional, newly industrialized, and

industrial-ized. A region is here defined to consist of a group

of countries at the same level of industrialization.

Based upon their economic similarities and

char-acteristics, countries can be classified as

industrial-ized, newly industrialindustrial-ized, transitional, and

develop-ing. Generally, industrialized countries have higher

per capita income, literacy, better infrastructure,

con-vertible currencies, a competitive environment, high

wages, low inflation rates, stable monetary and fiscal

policies, and tend to share a more established legal

system with laws on trademarks and businesses in

force. On the other end of the continuum, developing

countries usually have a poorly developed legal

sys-tem, low per capita income, low literacy rates,

inade-quate infrastructure, restrictions on foreign exchange

transactions, low wages, high inflation rates, and

variable monetary and fiscal policies. Newly

indus-trialized and transitional countries fall somewhere in

the middle of this continuum. Transitional countries

tend to have relatively high levels of industrialization

and education levels, but a poorly developed legal,

economic and political system due to the relatively

recent communist legacy.

Industrialized nations include countries such as

the US, Japan, UK, and Germany, whereas

Singa-pore, South Korea, and Malaysia characterize newly

industrialized countries. Former Eastern-Bloc

coun-tries such as Hungary, Poland, and Russia, comprise

transitional countries, while developing countries

in-clude countries such as India, China and Mexico.

Our review of the IOM literature enabled us to

identify the trend in the number of IOM articles

published over time in our base journal set and to

profile this IOM research by topic area and by its

focus on countries, regions, and their level of

indus-trialization. In Section 4, we present some of these

findings.

4. Trends in the IOM research output of the

journal set

Fig. 1 shows the trend in the annual number of

IOM articles published in our sample of 28 journals.

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S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 213

Fig. 1. Annual frequency of IOM articles published in the journal set.

As is apparent, the volume of IOM research articles

has increased substantially since 1990. The average

annual output of 30 publications across these

jour-nals during the years of the 1980s is significantly

Ž

p

-

0.01 below the average annual output of 53.5

.

articles during the 1990s.

4.1. Topical classification of IOM publications

Table 2 contains the breakdown of IOM research

published in the 28 journals reviewed by topic area

in two sets of years. The topical profile of IOM

research during the years of the 1980s is quite

similar to that of the 1990s. Other than the areas of

Ž

strategy

which received greater attention in the

.

Ž

1990s , and JIT and flexibility which received lesser

.

attention in the 1990s , no significant differences

were found in the topical coverage of IOM research

during the 1990s relative to that in the 1980s.

4.2. Single-country studies

A number of studies have examined operations in

individual countries. Table 3 lists the countries that

received the most attention. A lion’s share of the

IOM studies published in the journal set reviewed

Ž

.

Ž

.

were conducted in the US 38% , Japan 8.4% , and

Ž

.

UK 6.8% . These three countries alone accounted

for approximately, 53.2% of all country-specific

studies, while the 10 most researched countries listed

in Table 3 accounted for about 77%. The other 21

countries that received some attention collectively

Ž

.

comprised the balance — a mere 23% 58 articles

of such publications.

The following sub-section profiles the distribution

of publications based on the level of industrialization

of the country or region they target.

4.3. Breakdown of studies by le

Õ

el of

industrializa-tion

Table 4 contains the breakdown of studies from

the journal set by level of industrialization of the

country

r

region they target. The number of articles

focused on industrialized countries and regions is

more than twice that of the combined number of

articles on developing, transitional, and newly

indus-trialized countries.

A comparison of regional breakdowns between

Ž

.

the 1980s and 1990s shows a significant

p

-

0.05

decrease in the proportion of studies focused on

developing countries with a corresponding increase

Ž

.

in those focused on transitional countries p

-

0.10 .

In addition to single-country investigations,

com-parative cross-country or cross-region studies further

the understanding of differences in operations

man-agement practices worldwide. Such an understanding

is needed for defining constructs, generalizing

the-ory, and for formulating guidelines for practicing

managers.

Table 5 presents a breakdown of studies that

compare countries or regions by level of

industrial-( ) S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 214

Table 2

Topical breakdown of IOM research published in the journal set. Percentage difference between periods is the % during the period 1990–1997 less that during 1986–1989

Topic area 1986–1989 1990–1997 % difference 1986–1997

between periods

No. of % of all No. of % of all Total no. of

IOM articles IOM articles IOM articles IOM articles IOM articles

U

Strategy 15 12.40% 84 19.67% 7.27% 99

Location 12 9.92% 28 6.56% y3.36% 40

Capacity 2 1.65% 5 1.17% y0.48% 7

U

Flexibility 5 4.13% 7 1.64% y2.49% 12

Technology 13 10.74% 38 8.90% y1.84% 51

Productivity 4 3.31% 16 3.75% 0.44% 20

Layout 0 0.00% 1 0.23% 0.23% 1

Forecasting 1 0.83% 4 0.94% 0.11% 5

Scheduling 2 1.65% 3 0.70% y0.95% 5

Aggregate planning 5 4.13% 8 1.87% y2.26% 13

Purchasing 11 9.09% 63 14.75% 5.66% 74

Distribution 11 9.09% 47 11.01% 1.92% 58

Inventory 4 3.31% 18 4.22% 0.91% 22

UU

JIT 19 15.70% 35 8.20% y7.51% 54

Quality 9 7.44% 41 9.60% 2.16% 50

Reliability and maintenance 2 1.65% 3 0.70% y0.95% 5

Work measurement 2 1.65% 16 3.75% 2.10% 18

Service 4 3.31% 10 2.34% y0.97% 14

Project management 0 0.00% 0 0.00% 0.00% 0

Total 121 100.00% 427 100.00% 548

U

p-0.10.

UU

p-0.05.

ization. The most frequent comparisons were

be-tween two or more industrialized nations, followed

by comparisons of industrialized with developing

Table 3

A breakdown of country-specific studies from the journal set of the 10 most researched countries during the period 1986–1997. China includes Hong Kong. Germany includes the former West Germany and East Germany, and Russia incudes the former Soviet Union

Country Frequency of articles

US 94

Japan 21

UK 17

India 13

China 11

Mexico 9

Germany 7

Singapore 7

Canada 6

Russia 5

and newly industrialized regions. Studies across three

or more levels of industrialization were minuscule in

number. No significant differences were found on

the type of comparisons conducted over time. The

finding that IOM studies focused primarily on

indus-trialized countries and regions can perhaps be

ex-plained by the fact that research constitutes an

im-portant component and requisite of academic life in

industrialized countries, whereas in many developing

countries universities are mainly teaching schools. In

addition, industrialized countries have more readily

available data, research funding and publication

out-lets.

Finally, in terms of methodology employed, our

review of IOM articles published in the 28 journals

found a relatively even split between empirical

Ž

39% , modeling 33% , and descriptive 28% stud-

.

Ž

.

Ž

.

ies.

As mentioned earlier, despite the growing

impor-tance of international operations, no attempt has been

( )

S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 215 Table 4

Frequency of countryrregion-specific IOM studies published in the journal set by level of industrialization. Also, percentage difference between periods is the % during the period 1990–1997 less that during 1986–1989

Type of countryr 1986–1989 1990–1997 % difference Total no. of studies region examined _{No. of studies % No. of studies %} between periods 1986–1997

Industrialized 41 65.08% 167 71.98% 6.90% 208

NIC 3 4.76% 13 5.60% 0.84% 16

U

Transitional 0 0.00% 12 5.17% 5.17% 12

UU

Developing 19 30.16% 40 17.24% y12.92% 59

Total 63 100.00% 232 100.00% 295

U

p-0.10.

UU

p-0.05.

made to classify and comprehensively review the

IOM literature. In laying a foundation for such work,

we now classify and review the IOM literature from

the journal set based on the framework developed

and presented earlier in Section 3.

5. Literature review and classification

The classification framework for IOM research

Ž

.

presented here defines 57 cells A1–C19 in Table 6

Ž

using two categorical dimensions: OM topic area 19

.

Ž

.

topics , and scope of the study three categories .

These 57 cells are expanded to 114 by further

sub-dividing the mono-country

r

region category into

developing, transitional, newly industrialized, and

industrialized groups. Based on the classification

framework as presented in Table 6, we now review

the IOM literature from the base journal set in the

following sub-sections. Throughout this section, cells

Ž

_{such as A1, B2, etc. refer to cells and their entries}

.

as defined and contained in Table 6.

5.1. Strategy

To compete effectively, international firms need

to configure their operations across the globe by

matching their production, logistics, marketing,

ser-vices, procurement, technologies, human resources

and information systems with the specific conditions

Ž

found in different parts of the world Doz, 1978;

Porter, 1986; Cooper, 1993; Murray et al., 1995;

.

Ferdows, 1997a,b; Taylor, 1997 . Configured plants

Ž

form a network or chain

Starr, 1984; Field and

.

Shutler, 1990; Shi and Gregory, 1998 that needs to

be effectively coordinated to achieve needed

flexibil-Table 5

A breakdown of studies published in the journal set comparing countries or regions by level of industrialization. A x2 test found no

significant differences in the categorical proportions between the years of the 1980s and those of the 1990s

Level of industrialization Frequency

1986–1989 1990–1997 Total

Industrialized vs. industrialized 23 69 92

Industrialized vs. newly industrialized 3 6 9

Industrialized vs. transitional 0 3 3

Industrialized vs. developing 2 11 13

Newly industrialized vs. newly industrialized 0 1 1

Industrialized vs. newly industrialized vs. transitional 0 1 1

Industrialized vs. newly industrialized vs. developing 0 1 1

Industrialized vs. newly industrialized vs. transitional vs. developing 0 1 1

()

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Table 6

Classification of IOM research from the base journal set

Ž . Ž . Ž .

Topic area A Mono-countryrregion B Cross-countryrregion C Global

Developing Transitional NIC Industrialized

Ž .1 Strategy Graves, 1986; Hertzfeld, Amsden, 1989; Cray, 1984; Swamidass, Starr, 1984; Ferdows et al., Burt, 1989b; Tang and Yu, Sanderson and 1991 Haigh, 1992; 1986; Harrigan, 1987; 1986; Oral and Ozkan, 1990; Bleeke and Ernst, 1991; Hayes, 1990; Hecht Ruhli and Schup- Horte et al., 1987, 1991; 1986; Ohmae, 1988; Stalk, Kogut, 1991; Vos, 1991; De and Morici, 1993; pisser, 1994 Markides and Berg, 1988; 1988; Avishai and Taylor, Toni et al., 1992; Fawcett, Teplensky et al., Clark, 1989; Chan et al., 1989; Magaziner and 1992; Lawrence and Rosen-1993; Vargas and 1990; McCormick and Patinkin, 1989; Prahalad blatt, 1992; Welch and Nayak, Johnson, 1993; Stone, 1990; Sakai, 1990; and Hamel, 1990; Hennart, 1992; Burgers et al., 1993; Merchant, 1997 Sugiura, 1990; Nakamura, 1991; Vargas and Johnson, Cooper, 1993;

Gomes-Casse-1991; Sim on, 1992; 1992b, 1993; Young et al., res, 1994; Klassen and Why-Robock, 1993; Alnestig 1992; Handfield, 1994; Jo- bark, 1994; Maruca, 1994; and Segerstedt, 1996; hansson and Yip, 1994; Meredith et al., 1994; Quinn Gupta and Somers, 1996; Radovilsky, 1994; Vastag and Hilmer, 1994; Arntzen et Schuler, 1996; Skinner, et al., 1994; Dickson and al., 1995; Birkinshaw et al., 1996a,b; Sohal, 1996; Spar, Czinkota, 1996; Skinner, 1995; Burgess, 1995; Murray 1996; Sweeny and Szwej- 1996a; Wheelwright and et al., 1995; Andersson and czewski, 1996; Voss and Bowen, 1996; Pandya and Fredriksson, 1996; Bloemhof-Blackmon, 1996; Wacker Karlsson, 1997; Wharton Ruwaard et al., 1996; Bolisani and Hanson, 1996; Collins et al., 1997; Yasin et al., and Scarso, 1996; Corbett, and Cordon, 1997; Duguay 1997 1996; Engstrom et al., 1996;¨

and Landry, 1997; Francis Karlsson, 1996; Katayama and and MacIntosh, 1997; Had- Bennett, 1996; Arze and jinicola and Kumar, 1997; Svensson, 1997; Chakravarty Ito, 1997; Maylor, 1997; et al., 1997; Ettlie, 1997;

Fer-Schmenner, 1997; Shiv- dows, 1997a,b

appa and Babu, 1997; Spengler et al., 1997; Starr, 1997; Taylor, 1997; Vidal and Goetschalckx, 1997; Whybark, 1997a,b

Ž .2 Location van de Ven and van Sisodia, 1992 Fuller and Vickson, 1987; Cole and Deskins, 1988; Hodder and Dincer, 1986; Luijk, 1986; Barda Gelders et al., 1987; Haigh, Fawcett and Smith, 1993; Breitman and Lucas, 1987; Das et al., 1990; Math- 1990; Hegde and Tadika- Hennart and Park, 1994; and Heragu, 1988; Cohen and ews, 1997 malla, 1990; Artikis, 1991, Rehder and Thompson, Lee, 1989; De Forest, 1994; 1993; Avishai, 1991; 1994 Canel and Khumawala, 1996,

Lootsma, 1991; Whiting, 1997

1991; Fawcett, 1993a; Healey, 1994; Howell and Chaddick, 1994; Thomas, 1994; Willard, 1994; Yurimoto and Masui, 1995; Syam, 1997

()

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Ž .3 Capacity Dasu and de la Fong, 1986 Papathanassiu and Tsouros, Chang, 1995 Bartmess and Cerny, 1993

Torre, 1997 1986; Hodgson et al., 1990;

Upton, 1997

Ž .4 Flexibility Winter and Gilbert, 1987; Jaikumar, 1986; Jaikumar Darrow, 1987 De Meyer, 1990; Ovrin et and Wassenhove, 1989; De

al., 1990; Venkatesan, M eyer et al., 1989; 1990; Ulusoy and Uzsoy, Frohner, 1991; Carlsson, 1992; Mansfield, 1993 1992; Mair, 1994

Ž .5 Technol - Parikh, 1986; Portougal, Tan, 1990b; Hendryx, 1986; Keeney et Chacko, 1986; Brown and Hammer and Mangurian, 1987; ogy Ghoshal and 1994 Yeong and Yue, al., 1986; Cusumano, 1988; Reich, 1989; Cutler, 1989; Gold, 1989; Keller and Chinta, Bartlett, 1988; 1991 Eilon, 1990; Sharma, 1991; Auster, 1992; Kim, 1993, 1990; Haeckel and Nolan,

Bruun, 1995; Bruun Jimenez et al., 1992; Mon- 1997 1993; Jarvenpaa and Ives,

and Mefford, 1996 tagno et al., 1995; Allen 1993; Apte and Mason, 1995;

and Pantzalis, 1996; Bruun, 1995; Cho, 1996; Ku-Almeida, 1996; Hundley et mar et al., 1996; Bruton and al., 1996; Lyles and Salk, Rubanik, 1997; Lefley and 1996; Nystrom et al., 1996; Sarkis, 1997

Agnetis et al., 1997; Grant and Gregory, 1997; Hitt et al., 1997; Milling, 1997; Small and Yasin, 1997; Tilley et al., 1997; Zhoa and Co, 1997

Ž .6 Productiv- Ray and Sahu, Maruo, 1997 Harrison, 1986; Schmen- Davis, 1986; Hitchens and Schmenner and Rho, 1990; ity 1990; Bannister and ner, 1988; Shaw et al., Birnie, 1989; Hitchens and Bernolak, 1997

Stolp, 1994 1992; Thompson et al., O’Farrell, 1988;

Schmen-1992; Sohal and Eggle- ner, 1991, 1997 stone, 1994; Hitchens et

al., 1996; Georganta, 1997; Nadiri and Prucha, 1997; Pickernell, 1997; Tomiura, 1997

Ž .7 Layout Cebry et al., 1992

Ž .8 Forecast- Eloranta and Raisanen, Rho and Whybark, 1990;

ing 1988; Rice, 1997; Sanders, Vastag and Whybark, 1994

1997

Ž .9 Scheduling Tavares, 1986; Welch and Hilliard et al., 1992

Gussow, 1986; Nulty and Ratliff, 1991; Wisner and Siferd, 1995

()

S.

Prasad,

S.

Babbar

r

Journal

of

Operations

Management

18

2000

209

–

247

218

Ž .

Table 6 continued

Ž . Ž . Ž .

Topic area A Mono-countryrregion B Cross-countryrregion C Global

Developing Transitional NIC Industrialized

Ž10. Aggre - Rebelo, 1986; Vi- Ardishvili and Jensson, 1988; Rasmussen Oakland and Sohal, 1987; Ittner and MacDuffie, 1995 gate planning jayalakshmi, 1987; Hill, 1993 et al., 1989; Coleman and Vastag and Whybark,

Qingzhen et al., Vaghefi, 1994; Murakoshi, 1991; Zangwill, 1992

1991; Sinha et al., 1994

1995

Ž11. Purchas- Fawcett, 1993b; Clark and Berkowitz and Mohan, Welch and Gussow, 1986; Barreyre, 1988; Srinivasan, ing Nollet et al., 1994; Hammond, 1987; Walker and Weber, Norquist, 1987; Kotabe and 1988; Burt, 1989a; Kotabe and Da Villa and Paniz- 1997 1 9 8 7 ; M o h a n a n d Omura, 1989; Kotabe and Omura, 1989; Carter and zolo, 1996; Forker, Berkowitz, 1988; Galt and Murray, 1990; MacMillan, Vickery, 1989; Carter and 1996; Das and Dale, 1991; Min and Galle, 1990; Newman and Rhee, Narasimhan, 1990, 1996; Jack-Handfield, 1997; 1991, 1993; Heberling et 1990; Ramsay and Wilson, son, 1990; Ramsay, 1990; Maloni and Benton, al., 1992; Dyer and Ouchi, 1990; Spekman, 1991; Carr Forker, 1992; Frear et al., 1997 1993; Guy and Dale, 1993; and Truesdale, 1992; Pre- 1992; Venkatesan, 1992; Vick-Pinkerton, 1993; Pinkerton sutti, 1992; Baldwin and ery et al., 1992; Monczka and and Kemp, 1996; Richard- Gagnon, 1993; Carter et Trent, 1991, 1992; Birou and son, 1993; Swamidass and al., 1993; Johnson et al., Fawcett, 1993; Ellram and Kotabe, 1993; Handfield, 1993; Helper and Sako, Carr, 1994; Ellram and Edis, 1994; Gilgeous and Ya- 1995; Martin et al., 1995; 1996; Gupta and Zhender, mada, 1996; Naidu et al., Nichols and Taylor, 1995; 1994; Hennart and Park, 1994; 1996; Forker, 1997; Irani Gallo et al., 1997 Scully and Fawcett, 1994; et al., 1997; Munson and Spencer et al., 1994; Vastag et Rosenblatt, 1997 al., 1994; Levy, 1995; Murphy and Daley, 1995; Pearson and Forker, 1995; Stuart and Mc-Cutcheon, 1995; Burnes and New, 1997; Cohen and Mallik, 1997; Kopczak, 1997

Ž12. Distribu- Fisher et al., 1986; Folsz et al., van Oudheusden Ng et al., 1987; Fisher and Seto, 1988; Bammi, 1990; Thorelli, 1986; El Sheikh et tion Caddick and Dale, 1995 and Zhu, 1995 Rosenwein, 1989; Johnson Fu and Wright, 1994; al., 1987; Thuong and Ho, 1987; Ramani and and Sakano, 1990; Mehring Yoshizaki et al., 1996; 1987; Bowersox, 1990; Skal Bhatnagar, 1988; and Gutterman, 1990; Perez, 1997; Xue and Lai, beck and Vora, 1990; Lee and

Sinha et al., 1988; Tripp et al., 1991; 1997 Billington, 1992; Davis, 1993;

Bornstein and de Lysgaard, 1992; Hammel Fuller et al., 1993; Kaikati,

C a stro V ille la , and Kopczak, 1993; Rochat 1993; Scully and Fawcett,

1990; Galvao and and Semet, 1994; Ulengin, 1993; Sear, 1993; Kogut and

Guimaraes, 1990; 1994; Baunack et al., 1995; Kulatilaka, 1994; Murphy and

Sharma, 1991; Fi- Fahy and Taguchi, 1995; Daley, 1994a; Akkermans,

ala and Pulley- Lee and Billington, 1995; 1995; Bensaou and

Venkatra-blank, 1992; Ra- Spieckermann and Vob, man, 1995; Berry and Naim,

mani and Mandal, 1995; van der Bruggen et 1996; Fawcett et al., 1997;

()

S.

Prasad,

S.

Babbar

r

Journal

of

Operations

Management

18

2000

209

–

247

219

Ubgade, 1994; Dell Sankaran, 1996; Dornier

et al., 1995; Lai et and Ernst, 1997; Nass et

al., 1995; Boone et al., 1997

al., 1996; Darzentas and Spyrou, 1996; Mercer and Tao, 1996

Ž13 Inventory. Bigman, 1986; Yi Chikan, 1994 Tan, 1990a; Sum Clode, 1993; Hirsch, 1996 Belt, 1987; Morris and Palaniswami and Lingaraj, and Gershon, 1988; and Yang, 1993; Kim, 1988; Chikan and 1994; Pitman and Sanford,

Goonatilake, 1990; Chikan and Whybark, 1990; West, 1994; Breitenbach, 1995;

Plenert, 1990; Demeter, 1996 1990; D elbridge and Lawrence and Lewis, 1996

Mady, 1991 Oliver, 1991; Dyer, 1994;

Matsuura et al., 1995

Ž14 JIT. Cheng, 1988; Smith Hum and Ng, Celley et al., 1986; Ansari Baillie, 1986; Finch, 1986; et al., 1989; Daniel 1995 and Modarress, 1987; Voss Kraficik, 1988; Im, 1989b; and Reitsperger, and Robinson, 1987; Nor- Inman and Mehra, 1989; 1991; Lawrence and bom, 1988; Wildemann, Arogyaswamy and Sim-Lewis, 1993; Msi- 1988; Wildemann and mons, 1991; Billesbach et mangira, 1993; Carlson, 1987; Im, 1989a; al., 1991a,b; West, 1992; Chen and Chen, Im and Lee, 1989; John- Kim and Takeda, 1996;

1997 ston, 1989; Rao, 1989; Yasin et al., 1997

Vickery, 1989; Inman, 1990; Chapman and Carter, 1990; Clouse and Gupta, 1990; Gilbert, 1990; Kim and Schniederjans, 1990; Billesbach, 1991; Freeland, 1991; Bartezzaghi et al., 1992; Clarke and Mia, 1993; Golhar and Desh-pande, 1993; Martel, 1993; Payne, 1993; Shin and Min, 1993; White, 1993; Aull-Hyde et al., 1994; Chan-drasehkar, 1994; Desh-pande and Golhar, 1995; Fry, 1995; Huson and Nanda, 1995; Samaddar, 1996; Cook and Rogowski, 1996; Wilson, 1996; Wis-ner, 1996; Chen, 1997; McLachlin, 1997; Sripar-avastu and Gupta, 1997

()

S.

Prasad,

S.

Babbar

r

Journal

of

Operations

Management

18

2000

209

–

247

220

Ž .

Table 6 continued

Ž . Ž . Ž .

Topic area A Mono-countryrregion B Cross-countryrregion C Global

Developing Transitional NIC Industrialized

Ž15 Quality. Fatti and Stewart, Forker, 1990; Reitsperger et al., Barad, 1986; Frazer and Garvin, 1986; Ebrahim- Busche, 1988; Kobu and 1986; Elmuti, 1989; Roney, 1997 1990; Chikan, Dale, 1986; Junginger, pour and Lee, 1988; Hand- Greenwood, 1991; Adler and Zhao et al., 1995 1996 1986; M odarress and field, 1989; Reitsperger and Cole, 1993; Eckstein and Bal-Ansari, 1989; Cole, 1990; Daniel, 1990; Hart, 1991; akrishnan, 1993; Evans, 1996; Field and Shutler, 1990; Flynn, 1992; Lewis, 1992; Ebrahimpour et al., 1997; Erel Melcher et al., 1990; Den- Vargas and Johnson, and Ghosh, 1997; Anderson ton, 1991; Juran, 1993; 1992a,b; Robinson and and Adams, 1997; Ettlie, 1997 Kano, 1993; Robinson and Schroeder, 1993; Daniel

Robinson, 1994; Thanas- and Reitsperger, 1994; soulis et al., 1994; Du- Knotts and Tomlin, 1994; mond, 1995; Curkovic and Lutman, 1994; Tagaras et Handfield, 1996; Frohner al., 1994; Mersha, 1997; and Iwata, 1996; Adam et Withers et al., 1997 al., 1997; Terziovski et al.,

1997; Voss and Ahlstrom, 1997; Yung, 1997

Ž16. Reliabil- Esogbue, 1986; Perez-Lafont, Chen, 1997 ity and main- Chakraborty and 1997

tenance Ankiah, 1989; Ikhwan and Bur-ney, 1994

Ž17 Work. Grant, 1987; Pesch McCarthy and Hitchens and O’Farrell, Azzone et al., 1991; Gard- Johnston, 1991; Wisner and measurement and Schroeder, Puffer, 1992 1988; Lopez and Hough ner and Ivancevich, 1994; Fawcett, 1991; Co and Chew,

1996 ton, 1993; Fry, 1995; Mac- Lowe and Fernandes, 1994 1997

Duffie et al., 1996; Oliver and Delbridge, 1996; Var-gas et al., 1996; Ghalayini et al., 1997; Hung, 1997; Pintelon and Geeroms, 1997

Ž18 Service. Chikan, 1996; Fujiwara et al., Junginger, 1986; Ender- Case et al., 1995; Grosse, Boddewyn et al., 1986; Ander-Rakshit et al., 1987 wick, 1990; Schneeweiss 1996 sson, 1989; Fladmoe-Lindquist

1996 and Schroder, 1992; Mini- and Jacque, 1995; Li and

fie and West, 1996; Housos Wang, 1996 and Elmroth, 1997

Ž19. Project management

( )

S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 221

Ž

ity Kogut, 1985a; De Meyer et al., 1989; Kogut and

.

Kulatilaka, 1994 , quality, and cost objectives. An

astute understanding of appropriate manufacturing

strategies is important for managers of global

opera-Ž

tions Lawrence and Rosenblatt, 1992; Klassen and

.

Whybark, 1994; Starr, 1997; Whybark, 1997a,b .

There is an extensive body of literature on

strate-gic OM issues at the mono-country

r

region level

Ž

cell A1, Table 6 . However, a majority of these

.

studies take an industrialized country

r

region

view-point. Several studies point to the fact that firms in

industrialized and newly industrialized countries are

facing pressures from developing and transitional

countries with lower wages and relaxed enforcement

Ž

of regulations Toyne et al., 1984; Spengler et al.,

.

1997 . Such mono-country studies provide answers

for firms that operate in multi-domestic

environ-ments. Comparative assessment of practices in

dif-ferent countries can provide useful insights for

change. A number of cross-country

r

region studies

are identified in cell B1 of Table 6. Most of these

articles examine Japanese management practices and

their applicability to American and Western

Euro-pean operations and point to the need for adapting

for differences in culture.

As trade barriers continue to be lowered across

the globe, firms need to transform themselves into

world-class organizations. A number of studies have

examined operations strategy from a global

perspec-Ž

.

tive cell C1 . In attempts to align themselves to this

dynamic environment, firms are now radically

trans-forming themselves into lean production entities

Ž

_{Katayama and Bennett, 1996; Sohal, 1996;}

Shiv-.

appa and Babu, 1997 capable of introducing

innova-Ž

tive products rapidly Hadjinicola and Kumar, 1997;

.

Maylor, 1997 and flexible enough to adapt quickly

Ž

to

the

changing

environment

Magaziner

and

Patinkin, 1989; Hennart, 1991; Gupta and Somers,

.

1996; Duguay and Landry, 1997 .

These modified organizations now also source

Ž

globally Burt, 1989b; Radovilsky, 1994;

Bloemhof-.

Ruwaard et al., 1996 , invest in quality and

technol-Ž

ogy Voss and Blackmon, 1996; Chakravarty et al.,

.

Ž

1997; Ettlie, 1997 , locate plants overseas Sugiura,

.

1990 , and join in strategic alliances with other

firms. Outsourcing requires companies to effectively

Ž

.

manage their supply chain Arntzen et al., 1995 and

logistics in order to achieve global manufacturing

Ž

success

Fawcett, 1992; Vidal and Goetschalckx,

.

1997 . Firms are taking advantage of comparative

differences in wages, regulations, and other

interna-Ž

tional variables by setting up operations Nakamura,

.

Ž

1991 in other more viable parts of the world Graves,

1986; Sanderson and Hayes, 1990; Young et al.,

1992; Vargas and Johnson, 1993; Radovilsky, 1994;

.

Arze and Svensson, 1997 . In deciding where to

locate a plant, it is necessary to carefully evaluate

and compare the different regions based on

opera-Ž

.

tional factors Vargas and Johnson, 1992b , risks

Ž

Hecht and Morici, 1993 , culture Burgess, 1995 ,

.

Ž

.

Ž

access to markets Tang and Yu, 1990; Teplensky et

.

Ž

al., 1993 and global customer demands Avishai and

Taylor, 1989; De Toni et al., 1992; Meredith et al.,

.

1994 . In addition, organizations can pool their

re-sources with other firms through arrangements such

Ž

as global alliances Harrigan, 1987; Bleeke and Ernst,

1991; Haigh, 1992; Burgers et al., 1993;

Gomes-.

Ž

Casseres, 1994 and joint ventures Hertzfeld, 1991;

.

Kogut, 1991 . The next section reviews the IOM

literature on facility location from the journal set.

5.2. Location

A number of studies have examined facility

loca-Ž

.

tion decisions from a global perspective cell C2 .

Strategically locating facilities in carefully-chosen

regions can enable firms to gain competitive

advan-Ž

tage through quality, price and lead times

Park,

.

1994 . However, it is essential that such location

decisions be part of the overall worldwide plans for

Ž

plants, offices, distribution depots

Lenontiades,

.

Ž

.

1988 and R & D centers Ogbuehi and Bellas, 1992 .

In developing such plans, it is necessary to balance

the configuration of plants around the world with the

Ž

corresponding coordination requirements Meijboom

.

and Vos, 1997 . The decision-making process for

locating facilities is often quite complex and,

corre-spondingly, models are available to assist managers

Ž

in this regard Hodder and Dincer, 1986; Breitman

and Lucas, 1987; Mladineo et al., 1987; Das and

Heragu, 1988; Cohen and Lee, 1989; Lee and Ecom,

1989; Tang and Espinal, 1989; van de Ven, 1989;

Hoffman and Schniederjans, 1994; Howell and

Chaddick, 1994; MacCormack et al., 1994; Tombak,

1995; Canel and Khumawala, 1996, 1997; Syam,

.

( ) S. Prasad, S. BabbarrJournal of Operations Management 18 2000 209–247 222

Firms tend to concentrate primarily on economic,

legal and political issues for facility location

deci-sions. Some important variables to consider include:

accessibility, basic services, site costs, environmental

regulations, industrialization, labor availability, host

taxes and incentives, host government cooperation,

Ž

.

exchange controls

Bass et al., 1977

and union

Ž

.

membership

Swamidass, 1990 . The variations

Ž

among the simple factors e.g., labor cost and

acces-.

sibility to natural resources

and complex factors

Ž

e.g., technical personnel and infrastructure allow

.

some regions of the world to become global

plat-forms for various activities of a MNC’s value chain.

Ž

.

Mono-country

r

region studies cell A2 shed light

on the importance of these factors among different

countries. For example, industrialized countries offer

a good infrastructure, technical workforce, open

cur-rency exchange and access to their markets. They,

however, have higher wages and enforce regulations.

On the other end of the continuum, developing

coun-tries have lower site costs, environmental regulations

and accessibility to certain natural resources, but are

handicapped by poor infrastructure, varying

govern-ment policies and large fluctuations in exchange

Ž

rates Barda et al., 1990; Fawcett, 1993a; De Forest,

.

1994 . In view of such variability, conducting

sensi-tivity analysis before locating plants overseas can be

Ž

.

useful van de Ven and van Luijk, 1986 .

Some-where in the middle of this continuum, newly

indus-trialized countries have been able to position

themselves well by offering a relatively good

infras-tructure, open currency, and a capable and fairly

inexpensive workforce. More recently, newly

indus-trialized countries have done remarkably well in

Ž

.

attracting investment Sisodia, 1992 and expanding

Ž

.

industry Mathews, 1997 . As an example, Singapore

has invested heavily in building a good infrastructure

for manufacturing firms and making government

regulations more conducive for business transactions

Ž

Sisodia, 1992 . Despite the technical personnel and

.

low wages, transitional countries have not been able

to overcome their primary weaknesses of

infrastruc-ture, legal systems, and regulated economies. A more

Ž

active role by governments of developing Whiting,

.

Ž

.

1991; Thomas, 1994 , transitional

Healey, 1994

Ž

and, in some cases, industrialized countries Willard,

.

1994 is helping attract foreign investment through

plant locations.

Ž

.

Cross-country

r

region studies

cell B2

have

mainly examined the adaptation of Japanese firms in

the UK and US. These studies point to the fact that

variations do occur due to cultural differences

be-tween countries. Research has yet to examine the

interactions of MNC culture and local cultures in

developing, transitional, newly industrialized and

de-veloped countries as part of facility location

deci-sions.

Facility location decisions when coupled with

ca-pacity alternatives can provide an organization with

Ž

.

needed flexibility Kogut, 1985b; Upton, 1997 .

5.3. Capacity

To gain a competitive advantage, firms can build

additional capacity so that the production levels can

be adjusted to suit changing economic conditions.

Optimal capacity allocations can be country-specific

Ž

_{cell A3}

.

_{such as in Greece}

Ž

_{Papathanassiu and}

.

Tsouros, 1986 , or extended across other countries

Ž

_{cell B3 . As countries integrate into free trade zones,}

.

reallocation of industrial capacities across these

na-Ž

tions makes sense

Fong, 1986; Hodgson et al.,

.

Ž

.

1990 . On a global scale cell C3 , firms can gain a

competitive advantage by setting up globally

net-Ž

worked capacities Bartmess and Cerny, 1993; Dasu

.

and de la Torre, 1997 . Such networks have been

used effectively by Japanese organizations to

lever-Ž

.

age fluctuations in exchange rates Chang, 1995 .

Much of this research has centered around exchange

rate risk and demand variations. One promising area

of research could be to examine the role of culture

on capacity decisions. For example, it might be of

interest to investigate whether managers from

cul-tures with relatively high levels of uncertainty

avoid-ance and long-term orientation would prefer larger

capacities.

5.4. Flexibility

To compete more effectively, international

orga-nizations need to simultaneously engage in product

Ž

.

and process innovation Kotabe, 1990 . Such

innova-tion can be driven by, among others, a need for

greater flexibility. One way to achieve process

flexi-bility is through investment in automated flexible

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