Abstract
This article describes and analyses observations from a longitudinal case study to advance an understanding of operations strategy formation as a continuous process. The managerial practices of the case company are analysed in relation to four general desired outcomes of a strategy process, and a process design is constructed as an example of good practice. Regarding strategy formation as a continuous part of the normal management process, the process design is proposed as a relevant alternative to the traditional discontinuous practice of strategy formation. The interplay between modes of strategy formation in different phases of the process is discussed, indicating the varying roles of managers.
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