FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W322226407> ?p ?o ?g. }

• W322226407 startingPage "53" @default.
• W322226407 abstract "ABSTRACT As America's economy has become service-oriented, concern is being expressed for the state of manufacturing and the right strategy to put America's smoke-stacks back to work. Many firms are downsizing their operations, retreating from certain markets and returning to a focus strategy The purpose of this study was to determine the factors, as well as the strategies, that contribute to the success of manufacturing entrepreneurs. The study focused on entrepreneurial manufacturing firms in the Tulsa metropolitan area, and supported the findings of previous research. An interesting finding was that no successful firm used a strategy of differentiation, and all but one successful firm employed a focus strategy. INTRODUCTION Manufacturing firms, those with a principal Standard Industrial Classification (SIC) code between 2000 and 3999, are an important segment of the United States' Gross National Product (G.N.P.). In 1988, measured in constant 1982 dollars, manufacturing accounted for twentythree percent of the $4 trillion G.N.P. and employed 19.4 million people (U S. Bureau of the Census, 1991). To put the size of the manufacturing segment of the G.N.P. in perspective, one can consider that it is larger than the individual G.N.P.s of all nations on earth, but two: the United States and Japan (U S. Bureau of the Census, 1991). Why some new manufacturing firms are more successful than others is a question of major concern to these firms' stakeholders and to policy-makers. The manufacturing industries have suffered substantial job losses and slumping productivity beginning in the early 1970s (Hayes & Wheelwright, 1984; Richetto, 1988). American manufacturers have lost important market share to foreign competitors in a variety of significant industrial segments of the G.N.P. (Dertouzos, Lester & Solow, 1989; Hayes & Wheelwright, 1984; Thurow, 1980). Several industries such as shoes, electronic appliances, textiles, and steel products have suffered more than others. For example, an estimated 500,000 garment manufacturing jobs have been lost in the past 15 years. The U. S. economy has taken a service orientation in recent years. In 1960, some 16.8 million manufacturing jobs existed along with 33.7 million service positions. Today those figures have changed to 19.4 million and 79.8 million respectively (U. S. Bureau of the Census, 1991). As we have become sensitive to competition from abroad, several changes are being effected in the U. S. educational and manufacturing institutions. Massachusetts Institute of Technology (MIT) and other prestigious universities have recently revised their MBA curriculums to emphasize manufacturing and operations management. With the current low value of the dollar our exports of manufactured goods have increased considerably; therefore, manufacturing as a whole seems to be on a revival course (Study: U. S. Firms, 1992). Changes in the technical, structural and geographic forms of industrial firms have always been a feature of American industry; however, the pace of the changes has accelerated substantially since the early 1970s (Richetto, 1988). One measure of the structural change in manufacturing is the shift that is occurring in firm size and employment levels at individual facilities. Small manufacturing firms (those employing less than 100 people) accounted for nineteen percent of manufacturing employment in 1980 and twenty-four percent in 1986. Large firms (those employing 500 or more) dropped from sixty-seven percent to sixty-three percent of total manufacturing employment during the same time period (U. S. Small Business Administration, 1988). One tentative conclusion from these recent changes in manufacturing employment is that people are migrating from large firms to small firms in the manufacturing sector. The reasons for this shift in manufacturing employment are not completely known. Perhaps downsizing on the part of the large businesses and the resulting terminations would contribute to such migrations. …" @default.
• W322226407 created "2016-06-24" @default.
• W322226407 creator A5060115137 @default.
• W322226407 creator A5085115425 @default.
• W322226407 date "1993-10-01" @default.
• W322226407 modified "2023-09-23" @default.
• W322226407 title "Manufacturing Entrepreneurs: An Exploratory Study of Performance" @default.
• W322226407 hasPublicationYear "1993" @default.
• W322226407 type Work @default.
• W322226407 sameAs 322226407 @default.
• W322226407 citedByCount "0" @default.
• W322226407 crossrefType "journal-article" @default.
• W322226407 hasAuthorship W322226407A5060115137 @default.
• W322226407 hasAuthorship W322226407A5085115425 @default.
• W322226407 hasConcept C144024400 @default.
• W322226407 hasConcept C144133560 @default.
• W322226407 hasConcept C149923435 @default.
• W322226407 hasConcept C162853370 @default.
• W322226407 hasConcept C175700187 @default.
• W322226407 hasConcept C2524010 @default.
• W322226407 hasConcept C2908647359 @default.
• W322226407 hasConcept C33923547 @default.
• W322226407 hasConcept C40700 @default.
• W322226407 hasConcept C52130261 @default.
• W322226407 hasConcept C90673727 @default.
• W322226407 hasConceptScore W322226407C144024400 @default.
• W322226407 hasConceptScore W322226407C144133560 @default.
• W322226407 hasConceptScore W322226407C149923435 @default.
• W322226407 hasConceptScore W322226407C162853370 @default.
• W322226407 hasConceptScore W322226407C175700187 @default.
• W322226407 hasConceptScore W322226407C2524010 @default.
• W322226407 hasConceptScore W322226407C2908647359 @default.
• W322226407 hasConceptScore W322226407C33923547 @default.
• W322226407 hasConceptScore W322226407C40700 @default.
• W322226407 hasConceptScore W322226407C52130261 @default.
• W322226407 hasConceptScore W322226407C90673727 @default.
• W322226407 hasIssue "3" @default.
• W322226407 hasLocation W3222264071 @default.
• W322226407 hasOpenAccess W322226407 @default.
• W322226407 hasPrimaryLocation W3222264071 @default.
• W322226407 hasRelatedWork W1134787765 @default.
• W322226407 hasRelatedWork W153683152 @default.
• W322226407 hasRelatedWork W1559924195 @default.
• W322226407 hasRelatedWork W1565449516 @default.
• W322226407 hasRelatedWork W1568017546 @default.
• W322226407 hasRelatedWork W2057221083 @default.
• W322226407 hasRelatedWork W2200461568 @default.
• W322226407 hasRelatedWork W2273480077 @default.
• W322226407 hasRelatedWork W231809956 @default.
• W322226407 hasRelatedWork W2330796828 @default.
• W322226407 hasRelatedWork W2335717499 @default.
• W322226407 hasRelatedWork W2479498913 @default.
• W322226407 hasRelatedWork W2500210423 @default.
• W322226407 hasRelatedWork W3126030245 @default.
• W322226407 hasRelatedWork W3206855451 @default.
• W322226407 hasRelatedWork W337390179 @default.
• W322226407 hasRelatedWork W620305940 @default.
• W322226407 hasRelatedWork W79287023 @default.
• W322226407 hasRelatedWork W2183721799 @default.
• W322226407 hasRelatedWork W2340027814 @default.
• W322226407 hasVolume "5" @default.
• W322226407 isParatext "false" @default.
• W322226407 isRetracted "false" @default.
• W322226407 magId "322226407" @default.
• W322226407 workType "article" @default.