The impact of inclusive and fragmented operations strategy processes on operational performance
Brown, S., Squire, B. and Lewis, M. A., 2010. The impact of inclusive and fragmented operations strategy processes on operational performance. International Journal of Production Research, 48 (14), pp. 4179-4198.
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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.
|Creators||Brown, S., Squire, B. and Lewis, M. A.|
|Uncontrolled Keywords||performance, strategy, operations|
|Departments||School of Management|
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