The impact of inclusive and fragmented operations strategy processes on operational performance

Research output: Contribution to journalArticle

17 Citations (Scopus)

Abstract

The links between strategy and performance remains an elusive 'holy grail' for researchers and practitioners alike. We do not seek to provide a prescriptive panacea in this paper but we find links between particular types of strategic formulation and operations performance in a range of key parameters. Our research focuses on the personal computer industry where there are high demands placed on the capabilities of the operations function. We suggest that such capabilities do not happen by accident but are developed by specific strategies whereby in-house operations and business mainstream strategies, including supply, become closely linked in both planning and implementation.
Original languageEnglish
Pages (from-to)4179-4198
Number of pages20
JournalInternational Journal of Production Research
Volume48
Issue number14
Early online date28 Jun 2009
DOIs
Publication statusPublished - 15 Jul 2010

Fingerprint

Personal computers
Industry
Accidents
Planning
Strategy process
Operations strategy
Business performance
Computer industry
Personal computer
Supply strategy

Keywords

  • performance
  • strategy
  • operations

Cite this

The impact of inclusive and fragmented operations strategy processes on operational performance. / Brown, Steve; Squire, Brian; Lewis, Michael A.

In: International Journal of Production Research, Vol. 48, No. 14, 15.07.2010, p. 4179-4198.

Research output: Contribution to journalArticle

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