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To investigate the relationship between performance frontier and operations strategy. A two-level conceptual framework is proposed based on performance elements that act as output/input variables and delimit the scope of the frontier analysis.

The framework proposition is based on the fourth round of high-performance manufacturing survey data. A representative set of variables for assessing performance based on operations strategy constructs is defined through multivariate data analysis techniques. The main method used is the principal component analysis.

The proposed first-level conceptual framework formalizes the relationships between performance frontier analysis techniques and operations strategy, delimiting the scope and the structural definitions. The second-level conceptual framework defines the constructs of the input and output dimensions for frontier analysis studies.

The paper contribution is developed in the gap of market-led orientation to study operations strategy performance frontier since most related literature focuses on capabilities development with a main focus on the resource-based view (RBV) approach. A conceptual framework based on the competitive priorities is therefore proposed to represent the operations strategy in the view of the frontier techniques. The value lies in defining performance measures which are not a straightforward task as the growth of organization competitiveness and complexity require multiple performance measures. A deeper understanding of frontier estimation on the operations strategy context is also provided, contributing to positively influence firms to succeed in the current dynamic competitive environments.

The purpose of this paper is to examine the impact of organizational knowledge and innovation practices on the outcomes of operations strategy.

The study employs a survey‐based method to test a theoretically grounded set of hypotheses using regression techniques.

The results indicate that cost, quality, delivery and flexibility outcomes are influenced by specific organizational knowledge and innovation practices. Also, the findings show that innovation performance mediate the relationship between knowledge practices and operations strategy.

Acquiring knowledge is not enough. Managers need to facilitate dynamics of knowledge sharing and utilization to cultivate a better level of technical and administrative innovation performance, which in turn will result in favourable operations strategy outcomes.

The paper is one of the first studies that highlight knowledge and innovation practices in relation to operations strategy in one study applied to a developing country context.

Argues that operations strategy research should integrate recent theories from the resource‐based view of strategic management. Going beyond the model of Hayes and Wheelwright, this would call for the end of the market‐based view, where operations strategy merely follows the directions set by the marketing function. It would emphasize the dynamic development and leveraging of competencies and capabilities in order to set new business diversification strategies. A new paradigm of operations strategy could emerge, where “management fundamentals” such as learning and culture would be actively integrated within operations, in order to become key sources of competitive advantage. Accordingly, the operations function could progressively: take the leadership of strategy formulation; create “portfolios” of optional capabilities for strategies of organizational agility; and implement world‐class practices more effectively through evolutionary strategic frameworks.

This paper seeks to offer some unity in a new and evolving discipline. The aim is to provide clear and unambiguous foundations to aid development of operations strategy as a field of study. Using empirical evidence and theoretical reasoning, it seeks to clarify the nature of operations strategy: its lineage, composition and purpose. In so doing, it is able to asseverate that such strategies develop and evolve through both market and resource influences – they shape both the composition and architecture of such strategies. In so doing, it is possible to demonstrate that these strategies can be customised to the exigencies of the situation.

The purpose of this paper is to investigate how operations strategy and Lean concepts can be applied within a healthcare organisation and the degree to which both Lean and operations strategy are understood by senior-level National Health Service (NHS) personnel, based on the process of ongoing longitudinal cases studies. Further interviews and data analysis will examine actual performance of Lean capabilities within the NHS.

For this explanatory multiple-case study project the authors collected data through semi-structured interviews with executives in the NHS to understand how operations strategies are developed in the NHS and implemented in NHS hospitals. The unit of analysis is the hospital. Multiple (22) interviews took place over 12 months with senior-level personnel responsible for implementing change via operations strategy goals, and incorporating Lean initiatives. In addition, to triangulate data, the authors examined healthcare reports and strategy policy documents from each case hospital. This forms stage 1 of a longitudinal study which will examine the actual performance of Lean within the NHS hospitals across a range of operations parameters and explore links between such capabilities and the role and importance of operations strategy in more detail.

The findings lead to the conclusion that operations strategies were not fully developed within the hospitals. In addition, the ongoing data capture shows that “Best practice” was not being disseminated across the NHS, for either patient experience or organisational effectiveness and the role of operations strategy was not fully clear other than as a rather vague “umbrella” term. Despite Lean’s attraction for healthcare at a micro-level, significant operational and cultural hurdles must be overcome for the full strategic benefits of Lean to be realised. A much more holistic approach in providing a full service for the whole of the patient journey is needed.

The sample provides an initial snapshot. A larger number of hospitals and/or further longitudinal research will be needed to deepen understanding of embedding strategic change to improve overall performance.

Tackling cultural performance and operational issues at a macro-level could help healthcare providers reconcile the perceived conflicting goals of improving patient care (i.e. service delivery) whilst simultaneously reducing costs. The role of explicit operations strategies could be pivotal in designing and implementing such change.

This research builds on and extends the work of Toussaint and Berry (2013), Seddon and O’Donovan (2010) and Carlborg and Kowalkowski (2013). The authors highlight how some of the apparent contradictions in the requirements of the various stakeholders create operational and strategic tensions. The authors highlight the multi-faceted nature of design and delivery of a multi-touchpoint service within the complexity of a large healthcare provider.

This paper aims to examine how firms, operating in mature and growing industries, can improve the alignment of their operations strategy to fit situations characterized by varying rates of industry growth and technological changes.

The authors enhance the operations strategy typology presented by Lei and Slocum by incorporating an enhanced set of competitive priorities and supporting structure/infrastructure requirements into their four cell matrix. They then introduce a stage‐based model of environmental dynamism and complexity that can foster major transitions in operations strategy.

Industry growth and technological change interact to create alternative environments with varying levels of dynamism and complexity requiring realignment of operations strategy. With increasing rates of technological change, the authors emphasize an urgent need to include innovation as a competitive priority (along with cost, quality, delivery and flexibility) to proactively adapt operations strategy to fit changing environments. It is also necessary for managers to ensure a fit between their competitive priorities and the development of supporting structures/infrastructures to ensure effective implementation of competitive operations strategy.

Operations strategy literature has not focused attention on the basic goals and capabilities needed to implement or adapt to today's dynamic environments. This study adds innovation as a competitive priority and improves our understanding of adaptation of operations strategy to alternative environments created by the interaction of industry growth and technological change. Specifically, by focusing on competitive priorities and supporting capabilities in dynamic environments, the authors provide directions for implementing changes to operations strategy.

The purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management.

Relevant operations strategy, business process management and boundary perspective literature is reviewed and critically assessed in order to advance a firm boundary-based approach to operations strategy. Within this perspective, a multi-disciplinary and cross-functional framework is provided with the objective of supporting the process of operations strategy formulation and implementation.

The boundary perspective has the potential to inform a wide range of operations strategies. Strategic management of operations should be increasingly based on boundary operations. The proposed framework clarifies that the adoption of a spanning boundary perspective should improve the operations strategy process and content.

This paper offers implications of interest to managers, noting that the adoption of a new perspective in operations strategy should contribute to innovation in operations strategy development and implementation. Specifically, the framework suggests models and tools useful to support the spanning boundary perspective.

This paper allows operations and process management scholars to focus on key phenomena, such as boundary management. At the same time, the framework responds to the needs of managers who are engaged in operations management for a new perspective that can assist in the strategic management of operations.

The purpose of this paper is to identify factors that can help managers to overcome barriers to alignment of operations strategy at the interface with marketing.

This objective required the application of a procedure based on strategic consensus and a deeper analysis, such that the delimitation of the study in a single case was mandatory. The strategic processes of interfacing involve managerial attributes that are subject to the influence of human aspects and, therefore, the research method used a qualitative approach. The protocol design included the following data sources: interviews, document reviews and researcher observations. The categorisation was made based on the theoretical references, the frequency of observations, common responses and information from documents.

The balance between intra‐functional trade‐offs, joint research on the competitive context, reflections on the understanding of customer needs and operational performance, and understanding of inter‐functional trade‐offs were the main factors verified. They effectively support decisions associated with interface processes and promotes the integration of these processes. They can generate inputs that enable managers to achieve an appropriate balance among alternatives in light of various trade‐offs.

These factors make possible new connections between strategic processes in the context of operations and marketing functions. The formations of these strategies are aligned through a better understanding of both threats and opportunities by means of a joint analysis of the competitive context. The presented findings can be used to develop a clear definition of strategic objectives of operations and a more appropriate treatment of market needs.

The findings from the research can be considered as new elements for promoting alignment in the formation process of the operations strategy. Little research to date has examined the operations‐marketing strategic interface of companies in the context of strategic consensus.

The purpose of this study is to explore the effect of operations strategy (cost, quality, flexibility and delivery) and supply chain integration on innovation performance under influence of learning orientation.

Taking a quantitative and deductive approach, a conceptual framework was developed and tested by analyzing data gathered through survey questionnaire from 243 UK manufacturing firms using structural equation modeling.

The findings show that learning orientation influences operations strategy and supply chain integration, but it does not have a direct impact on innovation performance. Additionally, quality and flexibility strategies affect innovation performance and supply chain integration positively, while cost and delivery strategies do not have a significant effect on these variables.

Operations strategy types (cost, quality, flexibility and delivery) were studied as distinct variables, whereas supply chain integration also has several dimensions but that has not been investigated separately in the present research. The findings are also based on limited 243 responses from UK manufacturing firms.

Innovation performance of manufacturing firms can be improved through a more integrated supply chain if managers embody flexibility and quality capabilities in their operations and become learning oriented.

The effect of supply chain integration on innovation performance and learning orientation on supply chain integration and operations strategy types have not been fully explored in literature. Also, having all four operations strategy types in a direct relation to supply chain integration and innovation performance is another original aspect of the current study.

The purpose of this paper is twofold. First, to address a key but neglected area of research in operation and strategy that is the association between strategic orientation of the firm and its innovation emphasis on the current and future operation initiatives. Second, to explore and examine respective performance implications of these two kinds of operation strategies.

Data from a carefully designed and conducted survey of Malaysia manufacturing SMEs were analysed using a structural equation modelling approach.

Findings suggest that strategic innovation is strongly associated with both types of innovative operation strategies and they bring about different operational and market performance outcomes for the firm. This sheds light on a new framework for understanding the strategic architecture of innovation in operation strategies.

This study was limited to the small manufacturing firms in Malaysia. As a result, to assess its generalizability it can be replicated in other sectors and also other countries.

Several managerial implications emanate from this research. Most notably is the notion that strategic orientation is a key antecedent of innovation in operation strategies and in particular, it affects both current and future related innovative initiatives. This indicates that executives of manufacturing firms must align their innovative moves with their strategic mind-set to achieve their desired outcomes both operationally and financially.

To the best of knowledge of the author and based on a comprehensive review of past research, this study is original in two ways: first it is the first research that links strategic orientation with dual innovative operation strategies and second it is the first attempt to investigate respective operational and financial outcomes of these associations separately. This framework adds new insights and original value to several bodies of knowledge.