The University of Southampton
University of Southampton Institutional Repository

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

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

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.

Operations, Performance, Strategy
0020-7543
4179-4198
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Squire, Brian
58c04b07-3bf5-45cc-84c8-edddf4f4ecf9
Lewis, Mike
89e80420-41c2-4d0c-aebe-1c33314a4731
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Squire, Brian
58c04b07-3bf5-45cc-84c8-edddf4f4ecf9
Lewis, Mike
89e80420-41c2-4d0c-aebe-1c33314a4731

Brown, Steve, Squire, Brian and Lewis, Mike (2010) The impact of inclusive and fragmented operations strategy processes on operational performance. International Journal of Production Research, 48 (14), 4179-4198. (doi:10.1080/00207540902942883).

Record type: Article

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.

Full text not available from this repository.

More information

e-pub ahead of print date: 29 June 2009
Published date: 2010
Keywords: Operations, Performance, Strategy
Organisations: Decision Analytics & Risk

Identifiers

Local EPrints ID: 410543
URI: https://eprints.soton.ac.uk/id/eprint/410543
ISSN: 0020-7543
PURE UUID: d2185332-3073-4ff3-8d2a-d7310d31346d

Catalogue record

Date deposited: 09 Jun 2017 09:04
Last modified: 13 Mar 2019 19:52

Export record

Altmetrics

Contributors

Author: Steve Brown
Author: Brian Squire
Author: Mike Lewis

University divisions

Download statistics

Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.

View more statistics

Atom RSS 1.0 RSS 2.0

Contact ePrints Soton: eprints@soton.ac.uk

ePrints Soton supports OAI 2.0 with a base URL of https://eprints.soton.ac.uk/cgi/oai2

This repository has been built using EPrints software, developed at the University of Southampton, but available to everyone to use.

We use cookies to ensure that we give you the best experience on our website. If you continue without changing your settings, we will assume that you are happy to receive cookies on the University of Southampton website.

×