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Operations strategy processes: how significant are they?

Conference Paper


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Abstract


  • 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.

UOW Authors


  •   Kiridena, Senevi
  •   Jagoda, Kalinga (external author)
  •   Lin, Howard (external author)

Publication Date


  • 2013

Citation


  • Kiridena, S., Jagoda, K. & Lin, H. (2013). Operations strategy processes: how significant are they?. Managing on the Edge: 27th ANZAM Conference (pp. 1-19). Hobart, Australia: Australia & New Zealand Academy of Management.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=5272&context=eispapers

Ro Metadata Url


  • http://ro.uow.edu.au/eispapers/4251

Start Page


  • 1

End Page


  • 19

Place Of Publication


  • https://www.anzam.org/

Abstract


  • 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.

UOW Authors


  •   Kiridena, Senevi
  •   Jagoda, Kalinga (external author)
  •   Lin, Howard (external author)

Publication Date


  • 2013

Citation


  • Kiridena, S., Jagoda, K. & Lin, H. (2013). Operations strategy processes: how significant are they?. Managing on the Edge: 27th ANZAM Conference (pp. 1-19). Hobart, Australia: Australia & New Zealand Academy of Management.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=5272&context=eispapers

Ro Metadata Url


  • http://ro.uow.edu.au/eispapers/4251

Start Page


  • 1

End Page


  • 19

Place Of Publication


  • https://www.anzam.org/