Abstract
The relationship between strategy and firm size has been broadly considered and studied in strategic management literature. However, this topic has not been paid as much attention in the operations management field in manufacturing studies. The aim of this study is to analyse the relationship between operations strategy and firm size in a sample of engineering consulting firms. According to the results, there is a significant relationship between operations strategy and size in consulting engineering firms. In this context, small firms tend to follow customer‐oriented operations strategies, medium sized firms tend to follow process‐oriented operations strategies and larger firms tend to follow service‐oriented operations strategies.
Subject
Management of Technology and Innovation,Strategy and Management,General Business, Management and Accounting
Reference92 articles.
1. Abernathy, W. and Corcoran, J. (1983), “Relearning from the old masters: lessons of the American system of manufacturing”, Journal of Operations Management, Vol. 3 No. 4, pp. 155‐67.
2. Anderson, J.C., Cleveland, G. and Schroeder, R.G. (1989), “Operations strategy: a literature review”, Journal of Operations Management, Vol. 8 No. 2, pp. 1‐26.
3. Andrews, K.R. (1971), The Concept of Corporate Strategy, Irwin, Homewood, IL.
4. Argyris, C. (1985), Strategy Change and Defensive Routines, Pitman Publishing, London.
5. Ashford, B.E. and Humphrey, R.H. (1993), “Emotional labor in service roles: the influence of identities”, Academy of Management Review, Vol. 18 No. 1, pp. 88‐115.
Cited by
17 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献