Ongoing challenges associated with the implementation of formally developed strategies call for studying
the functional level strategy processes from fresh perspectives. This paper presents evidence drawn from
the Canadian oil and gas industry towards establishing the statistical significance of alternative
operations strategy processes and organisational contextual factors. The analysis discerned four strategy
process configurations representing singular and multiple combinations of three strategy process modes
identified in previous qualitative studies. The findings will help advance the understanding of operations
strategy processes and may contribute to theory building, as the evidence was drawn from a relatively
large sample of data representing an industry sector that has not been previously reported.