Operations strategy: a firm boundary-based perspective

Abstract

Purpose The purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management. Design/methodology/approach 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. Findings 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. Practical implications 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. Originality/value 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.

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