Operations strategy processes: how significant are they?

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.