Operations strategy: will it ever realize its potential?

Nigel Slack

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Management and Optimization Techniques Quality and Supply Management Operations Management Techniques

Abstract

Although the last three decades have seen a steady rise in the perceived importance of operations strategy together with its corresponding literature base, one could argue that it has not yet reached its full potential. This paper reviews some of the reasons why this may be. It starts by briefly examining the importance of operations strategy within the broader operations management area and then examines some challenges to the subject under two headings. The first heading concerns whether operations strategy accurately reflects the nature of 'operations' within the economy. The second heading examines some of the challenges in making any operations-based topic into one that has strategic relevance. Finally, a number of prescriptions are put forward that may allow the development of the subject to answer some of the challenges posed.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 1984A resource‐based view of the firm 2006The Core Competence of the Corporation 1994The Dynamic Capabilities of Firms: an Introduction 1991Towards a dynamic theory of strategy 1992The resource‐based view within the conversation of strategic management

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