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Strategic profiling: a visual representation of internal strategic fit in service organisations

Strategic profiling: a visual representation of internal strategic fit in service organisations
Strategic profiling: a visual representation of internal strategic fit in service organisations
Purpose – The purpose of this exploratory research paper is to present a strategic profiling managerial framework that enables businesses to show visually the level of internal strategic fit in their organisation. Using this framework, service operations managers are able to understand the level of fit that exists, how it is created and identify actions for improving it.
Design/methodology/approach – Case-based research was conducted in eight service organisations to investigate their level of internal fit and the corresponding characteristics of their market, operating strategy and service delivery system. Based on these findings, a strategic profiling framework was developed.
Findings – The strategic profiling framework allows a service organisation to compare the characteristics of its market, operating strategy and service delivery system and determine the level of internal strategic fit. This enables it to see more clearly where conflicts exist and to start to understand the steps required to improve the level of fit in its organisation.
Research limitations/implications – The research used the Heskett strategic service vision and Hill's order-winner and qualifier technique to investigate the level of internal fit. It looked at how they can be applied and the insights they reveal rather than whether the elements they contain are correct. The research focused on developing and presenting a method of visualizing internal fit, rather than investigating the link between fit and performance. The strategic profiling framework developed needs to be tested on a wider sample of organisations to see whether high-fit profiles have high performance and whether the insights it reveals are true for other businesses.
Practical implications – Service organisations can use the strategic profiling framework to understand their level of internal strategic fit, and why it exists, in order to understand how to improve it.
Originality/value – The strategic profiling framework presented in this paper starts to address the gap in the literature around research into the field of internal strategic fit. It also meets the need for more management tools to help businesses develop strategies and understand the level of fit they create.
operations management, service industries, strategic planning
0144-3577
1333-1361
Hill, Alex
9a64b138-7d33-4c10-b745-84ac60feb752
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Hill, Alex
9a64b138-7d33-4c10-b745-84ac60feb752
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1

Hill, Alex and Brown, Steve (2007) Strategic profiling: a visual representation of internal strategic fit in service organisations. International Journal of Operations & Production Management, 27 (12), 1333-1361. (doi:10.1108/01443570710835642).

Record type: Article

Abstract

Purpose – The purpose of this exploratory research paper is to present a strategic profiling managerial framework that enables businesses to show visually the level of internal strategic fit in their organisation. Using this framework, service operations managers are able to understand the level of fit that exists, how it is created and identify actions for improving it.
Design/methodology/approach – Case-based research was conducted in eight service organisations to investigate their level of internal fit and the corresponding characteristics of their market, operating strategy and service delivery system. Based on these findings, a strategic profiling framework was developed.
Findings – The strategic profiling framework allows a service organisation to compare the characteristics of its market, operating strategy and service delivery system and determine the level of internal strategic fit. This enables it to see more clearly where conflicts exist and to start to understand the steps required to improve the level of fit in its organisation.
Research limitations/implications – The research used the Heskett strategic service vision and Hill's order-winner and qualifier technique to investigate the level of internal fit. It looked at how they can be applied and the insights they reveal rather than whether the elements they contain are correct. The research focused on developing and presenting a method of visualizing internal fit, rather than investigating the link between fit and performance. The strategic profiling framework developed needs to be tested on a wider sample of organisations to see whether high-fit profiles have high performance and whether the insights it reveals are true for other businesses.
Practical implications – Service organisations can use the strategic profiling framework to understand their level of internal strategic fit, and why it exists, in order to understand how to improve it.
Originality/value – The strategic profiling framework presented in this paper starts to address the gap in the literature around research into the field of internal strategic fit. It also meets the need for more management tools to help businesses develop strategies and understand the level of fit they create.

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More information

Published date: 2007
Keywords: operations management, service industries, strategic planning

Identifiers

Local EPrints ID: 51343
URI: http://eprints.soton.ac.uk/id/eprint/51343
ISSN: 0144-3577
PURE UUID: c87ea1be-5919-468c-9bb3-eb0d2ad8e96c

Catalogue record

Date deposited: 06 Jun 2008
Last modified: 08 Jan 2022 10:03

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Contributors

Author: Alex Hill
Author: Steve Brown

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