CONSENSUS MEASUREMENT IN SETTING MANUFACTURING STRATEGY

E. Emwanu, D.R. Snaddon

Abstract


ENGLISH ABSTRACT: Interest in consensus in strategic operations needs to be matched by the ability to measure it accurately. This paper identifies a weakness in current measures of consensus, and designs a new instrument, measuring both before and after, that formulates a strategic plan. Convergence of participants opinions as an indicator of consensus is proposed and applied, then determined and analysed. The instrument is applied in twelve companies, represented by 27 participating individuals, using a standard manufacturing strategy-setting methodology. Results indicate that convergence (consensus) rather than divergence predominates. Divergence, the opposite of convergence, also becomes important, further expanding the perspective of consensus.

AFRIKAANSE OPSOMMING: Belangstelling in konsensus aangaande strategiese bedryfsaktiwiteite moet gepaard gaan met die vermoom dit akkuraat te kan meet. Hierdie artikel identifiseer tekortkominge in bestaande maatstawwe van konsensus en ontwerp n nuwe instrument wat beide voor- en na-metings kan doen sodat n strategiese plan geformuleer kan word. Konvergensie van die deelnemers se opinies as n indikator van konsensus word voorgehou, toegepas en daarna geanaliseer. Die instrument is toegepas in twaalf maatskappye wat verteenwoordig is deur 27 deelnemende individue waar n standaardmetodologie vir die opstel van n vervaar-digingstrategie gevolg is. Die resultate toon dat konvergensie (konsensus) eerder as divergensie oorheers. Divergensie, die teenoorgestelde van konvergensie, word ook belangrik aangesien dit die perspektief van konsensus uitbrei.


Keywords


strategic operations; weakness in current measures of consensus; standard manufacturing strategy-setting methodology

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DOI: https://doi.org/10.7166/23-1-217

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