The purpose of this research is to develop empirically grounded propositions for further research into UK manufacturing productivity.
Interviews were conducted with managers from strategic, tactical and operational levels from four manufacturing sectors to produce case studies. A modified strategic alignment theory framework was used to code, compare and contrast narratives on perceived productivity antecedents, definitions, compatibility with the definition from the UK Office for National Statistics, and vertical alignment issues within and across cases.
It was found that different key antecedents can facilitate and/or prevent strategic vertical alignment. Discussion reveals complex nuances in perceptions of manufacturing productivity and using the modified strategic alignment theory/productivity antecedent framework.
In revealing the alignment or otherwise of productivity definitions at different levels within the firm, the paper reveals nine propositions for future research including definitions, skills, metrics, performance measurement systems, people and system-centric perspectives, the value-added perspective of productivity and the role of innovation.
