Conceptualizing Operations Strategy Processes

Niels Rytter, Harry Boer, Christian Koch

    Research output: Contribution to journalJournal articleResearchpeer-review

    33 Citations (Scopus)

    Abstract

    Purpose - The purpose of this paper is to present insights into operations strategy (OS) in practice. It outlines a conceptualization and model of OS processes and, based on findings from an in-depth and longitudinal case study, contributes to further development of extant OS models and methods which presently mainly focus on OS content, as distinct from process issues.
    Design/methodology/approach - The methodology combines action research and a longitudinal single site case study of OS processes in practice.
    Findings - The paper conceptualises an OS process as: events of dialogue and action; taking place in five dimensions of change - technical-rational, cultural, political, project management, and facilitation; and typically unfolding as a sequential and parallel, ordered and disordered, planned and emergent as well as top-down and bottom-up process. The proposed OS conceptualization provides a useful tool for describing and analyzing real-time OS processes unfolding in practice.
    Research limitations/implications - The research is based on a single case, which limits the generalizability of the findings.
    Practical implications - The findings suggest that, in order to obtain successful outcomes for an OS process in practice, change agents may need to moderate their outcome ambitions, manage process dimensions and agendas in a situational manner, balance inherent process paradoxes, strive at bridging both language and reality, as well as mobilizing key stakeholders, especially middle managers, throughout the process.
    Originality/value - The paper proposes a novel conceptualization of the OS process derived from the literature in relevant areas and findings obtained through longitudinal action research of an OS formulation and implementation process.
    Original languageEnglish
    JournalInternational Journal of Operations and Production Management
    Volume27
    Issue number10
    Pages (from-to)1093-1114
    ISSN0144-3577
    DOIs
    Publication statusPublished - 2007

    Fingerprint

    Project management
    Managers
    Operations strategy
    Strategy process
    Conceptualization
    Longitudinal case study
    Technical change
    Bottom-up
    Top-down
    Implementation process
    Agenda
    Facilitation
    Strategy implementation
    Methodology
    Strategy formulation
    Paradox
    Middle managers
    Generalizability
    Design methodology
    Language

    Keywords

    • Operations management
    • Organizational change
    • Action research

    Cite this

    @article{226b34605d2011dc867f000ea68e967b,
    title = "Conceptualizing Operations Strategy Processes",
    abstract = "Purpose - The purpose of this paper is to present insights into operations strategy (OS) in practice. It outlines a conceptualization and model of OS processes and, based on findings from an in-depth and longitudinal case study, contributes to further development of extant OS models and methods which presently mainly focus on OS content, as distinct from process issues. Design/methodology/approach - The methodology combines action research and a longitudinal single site case study of OS processes in practice. Findings - The paper conceptualises an OS process as: events of dialogue and action; taking place in five dimensions of change - technical-rational, cultural, political, project management, and facilitation; and typically unfolding as a sequential and parallel, ordered and disordered, planned and emergent as well as top-down and bottom-up process. The proposed OS conceptualization provides a useful tool for describing and analyzing real-time OS processes unfolding in practice. Research limitations/implications - The research is based on a single case, which limits the generalizability of the findings. Practical implications - The findings suggest that, in order to obtain successful outcomes for an OS process in practice, change agents may need to moderate their outcome ambitions, manage process dimensions and agendas in a situational manner, balance inherent process paradoxes, strive at bridging both language and reality, as well as mobilizing key stakeholders, especially middle managers, throughout the process. Originality/value - The paper proposes a novel conceptualization of the OS process derived from the literature in relevant areas and findings obtained through longitudinal action research of an OS formulation and implementation process.",
    keywords = "Operations management, Organizational change, Action research",
    author = "Niels Rytter and Harry Boer and Christian Koch",
    note = "3004",
    year = "2007",
    doi = "10.1108/01443570710820648",
    language = "English",
    volume = "27",
    pages = "1093--1114",
    journal = "International Journal of Operations and Production Management",
    issn = "0144-3577",
    publisher = "JAI Press",
    number = "10",

    }

    Conceptualizing Operations Strategy Processes. / Rytter, Niels; Boer, Harry; Koch, Christian.

    In: International Journal of Operations and Production Management, Vol. 27, No. 10, 2007, p. 1093-1114.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - Conceptualizing Operations Strategy Processes

    AU - Rytter, Niels

    AU - Boer, Harry

    AU - Koch, Christian

    N1 - 3004

    PY - 2007

    Y1 - 2007

    N2 - Purpose - The purpose of this paper is to present insights into operations strategy (OS) in practice. It outlines a conceptualization and model of OS processes and, based on findings from an in-depth and longitudinal case study, contributes to further development of extant OS models and methods which presently mainly focus on OS content, as distinct from process issues. Design/methodology/approach - The methodology combines action research and a longitudinal single site case study of OS processes in practice. Findings - The paper conceptualises an OS process as: events of dialogue and action; taking place in five dimensions of change - technical-rational, cultural, political, project management, and facilitation; and typically unfolding as a sequential and parallel, ordered and disordered, planned and emergent as well as top-down and bottom-up process. The proposed OS conceptualization provides a useful tool for describing and analyzing real-time OS processes unfolding in practice. Research limitations/implications - The research is based on a single case, which limits the generalizability of the findings. Practical implications - The findings suggest that, in order to obtain successful outcomes for an OS process in practice, change agents may need to moderate their outcome ambitions, manage process dimensions and agendas in a situational manner, balance inherent process paradoxes, strive at bridging both language and reality, as well as mobilizing key stakeholders, especially middle managers, throughout the process. Originality/value - The paper proposes a novel conceptualization of the OS process derived from the literature in relevant areas and findings obtained through longitudinal action research of an OS formulation and implementation process.

    AB - Purpose - The purpose of this paper is to present insights into operations strategy (OS) in practice. It outlines a conceptualization and model of OS processes and, based on findings from an in-depth and longitudinal case study, contributes to further development of extant OS models and methods which presently mainly focus on OS content, as distinct from process issues. Design/methodology/approach - The methodology combines action research and a longitudinal single site case study of OS processes in practice. Findings - The paper conceptualises an OS process as: events of dialogue and action; taking place in five dimensions of change - technical-rational, cultural, political, project management, and facilitation; and typically unfolding as a sequential and parallel, ordered and disordered, planned and emergent as well as top-down and bottom-up process. The proposed OS conceptualization provides a useful tool for describing and analyzing real-time OS processes unfolding in practice. Research limitations/implications - The research is based on a single case, which limits the generalizability of the findings. Practical implications - The findings suggest that, in order to obtain successful outcomes for an OS process in practice, change agents may need to moderate their outcome ambitions, manage process dimensions and agendas in a situational manner, balance inherent process paradoxes, strive at bridging both language and reality, as well as mobilizing key stakeholders, especially middle managers, throughout the process. Originality/value - The paper proposes a novel conceptualization of the OS process derived from the literature in relevant areas and findings obtained through longitudinal action research of an OS formulation and implementation process.

    KW - Operations management

    KW - Organizational change

    KW - Action research

    U2 - 10.1108/01443570710820648

    DO - 10.1108/01443570710820648

    M3 - Journal article

    VL - 27

    SP - 1093

    EP - 1114

    JO - International Journal of Operations and Production Management

    JF - International Journal of Operations and Production Management

    SN - 0144-3577

    IS - 10

    ER -