Abstract
PurposeThe purpose of this paper is to explore links between the process of strategy formulation and subsequent performance in operations within firms.Design/methodology/approachAn in‐depth literature review on resource‐based and operations strategy naturally led to three hypotheses. These are then tested using evidence from field‐based case studies of manufacturing/assembly plants in the computer industry.FindingsThe research suggests that world‐class plants incorporate both strategic operations content and strategic operations processes, whilst low‐performing plants do not.Practical implicationsIt is argued that involving manufacturing/operations managers in the strategic planning process helps align manufacturing and business strategy, and this alignment is associated with higher manufacturing performance. This should be of interest to operations managers and strategists within firms.Originality/valueBy linking strategic alignment and the manufacturing strategy process to world‐class manufacturing practices and performance, this research adds a new dimension to the study of world‐class manufacturing and more generally to the best practices and practice‐performance debates.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Operations & Production Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
