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In this context, managers often are under pressure to find quick answers in highly complex environments. By viewing MSP as a knowledge creation process, managers may choose a company's objectives based upon previous experiences and knowledge. MSP addresses the level of planning and decision making related to building competitive operations capabilities over the long term.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>A survey research was used to make cross\u2010country comparison. The constructs were empirically confirmed in both country samples, attesting to measurement invariance. The proposed model was tested in both samples and analyzed the differences between them.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>The results suggest that knowledge is a key resource in MSP in both samples. Resource\u2010based orientation presents higher levels of influence over MSP in Brazil. In the Spanish sample the influence of external knowledge in MSP and market performance is more relevant.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p><jats:italic>One limitation of this study is that the Brazilian sample is located in a specific region and therefore some regional characteristics may be present. Another limitation was the use of a questionnaire in two different countries that was originally developed in a non\u2010native language.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p><jats:italic>As a practical implication, manufacturing should seek to integrate the strategic process in order to be more responsive in dynamic environments.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>The paper uses a cross\u2010country sample for scale validation, which is rare in management research. Manufacturing strategy process was analyzed from a knowledge\u2010based view, bringing new possibilities for academic studies. For managers, the paper highlights the importance of manufacturing developing a proactive role through knowledge integration in cross\u2010functional activities during the strategic process.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673271211218898","type":"journal-article","created":{"date-parts":[[2012,3,24]],"date-time":"2012-03-24T09:11:59Z","timestamp":1332580319000},"page":"302-328","source":"Crossref","is-referenced-by-count":11,"title":["Manufacturing strategy process and organizational knowledge: a cross\u2010country analysis"],"prefix":"10.1108","volume":"16","author":[{"given":"Ely","family":"Laureano Paiva","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Elena","family":"Revilla Gutierrez","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Aleda V.","family":"Roth","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022030819474363400_b1","unstructured":"Adam, E.E. and Swamidass, P.M. 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