Explaining Cross-Sectional Workgroup Performance Differences in a JIT Facility: A Critical Appraisal of a Field-Based Study.

This article reports a field-based study of workgroup differences for a single division of a faculty that uses Just-in-time manufacturing. There were two stages to the study. The first was designed to link behavioral variables collected from direct laborers to performance measures assessed by the firm. In the second stage, these performance measures were used to explain variation in workgroup ratings, which are overall measures of workgroup performance. While the firm seemed to have a well-specified strategy and appropriate control and performance evaluation Information, a critical element of success has to be considered; that is implementation of the strategy at the point of production. Even though top managers may understand the strategy and the information useful for pursuing that strategy. Individuals at the operations level of the firm may not. When operatives have no decision-making responsibilities, managers may not need to be concerned with operators' understanding and use of control information.