FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2004654522> ?p ?o ?g. }

• W2004654522 endingPage "287" @default.
• W2004654522 startingPage "267" @default.
• W2004654522 abstract "Purpose – The purpose of this paper is to provide a micro-level, human-activity-centred interpretative framework for the way operations strategy is formed, linked and aligned with corporate-level strategies, and to apply it to gain insights on these processes. Design/methodology/approach – Relying on the theoretical foundations of social practice theory and actor-network theory, as well as on the analysis of the organisational realities of the operations strategy formation process embedded in pluralistic organisational contexts, a conceptual framework for analysing the production and alignment of operations strategy is developed. The framework is then used to guide field research for the analysis of an operations-led strategic initiative in a medium-sized agro-food company. Findings – Operations strategy formation can be interpreted as an ongoing practical, distributed social activity of network (re)formation. Specific initiatives, or events, act as catalysts for the association of operations strategy formation practices with corporate-level ones, facilitating thus the current and future alignment of strategic content. Artefacts play an active role in the linking process. Research limitations/implications – The research presented in this paper is pioneering as it is the first explicit consideration of operations strategy formation (process) as practical social activity (practices are the focus of analysis, not individuals’ choices), in which non-human agency (informational artefacts, etc.) is explicitly taken into account. For this purpose, a novel analytic framework was developed, which, however, need to be further tested to determine the exact conditions under which it is valid. Practical implications – The framework improves the understanding of the organisational dynamics of operations strategy formation, its linking with, and institutionalisation in, other organisational processes and strategic discourses. Thus, it can assist in the analysis of operations-led strategic initiatives. Social implications – Application of the results obtained can provide better workplaces. Originality/value – For the first time: operations strategy formation is considered as a social activity by focusing on the strategists and managers’ practices; the role of documents, decision-support tools and other artefacts is surfaced; and the importance of introducing operations strategy formation practices carrying strategy content into corporate and business-level strategy processes and their role in the alignment of the two strategies is emphasised." @default.
• W2004654522 created "2016-06-24" @default.
• W2004654522 creator A5063483557 @default.
• W2004654522 date "2015-04-07" @default.
• W2004654522 modified "2023-10-12" @default.
• W2004654522 title "Linking operations strategy to the corporate strategy process: a practice perspective" @default.
• W2004654522 cites W1493059973 @default.
• W2004654522 cites W1592172502 @default.
• W2004654522 cites W1598006058 @default.
• W2004654522 cites W1598469950 @default.
• W2004654522 cites W1985806411 @default.
• W2004654522 cites W1986617055 @default.
• W2004654522 cites W1996875265 @default.
• W2004654522 cites W1998541341 @default.
• W2004654522 cites W2001994983 @default.
• W2004654522 cites W2022900238 @default.
• W2004654522 cites W2026334162 @default.
• W2004654522 cites W2033344868 @default.
• W2004654522 cites W2039713233 @default.
• W2004654522 cites W2057539754 @default.
• W2004654522 cites W2079733113 @default.
• W2004654522 cites W2085146374 @default.
• W2004654522 cites W2090286879 @default.
• W2004654522 cites W2093616151 @default.
• W2004654522 cites W2105979455 @default.
• W2004654522 cites W2108453759 @default.
• W2004654522 cites W2111023775 @default.
• W2004654522 cites W2117043785 @default.
• W2004654522 cites W2118769275 @default.
• W2004654522 cites W2120969145 @default.
• W2004654522 cites W2126446508 @default.
• W2004654522 cites W2126869727 @default.
• W2004654522 cites W2140608320 @default.
• W2004654522 cites W2149204053 @default.
• W2004654522 cites W2151363056 @default.
• W2004654522 cites W2157242475 @default.
• W2004654522 cites W2158186940 @default.
• W2004654522 cites W2159800027 @default.
• W2004654522 cites W2160988522 @default.
• W2004654522 cites W2161340718 @default.
• W2004654522 cites W2165243543 @default.
• W2004654522 cites W279168829 @default.
• W2004654522 cites W3125782125 @default.
• W2004654522 cites W3137427974 @default.
• W2004654522 cites W3160617952 @default.
• W2004654522 cites W4231108332 @default.
• W2004654522 cites W4242774005 @default.
• W2004654522 cites W4375818889 @default.
• W2004654522 doi "https://doi.org/10.1108/bpmj-07-2013-0107" @default.
• W2004654522 hasPublicationYear "2015" @default.
• W2004654522 type Work @default.
• W2004654522 sameAs 2004654522 @default.
• W2004654522 citedByCount "28" @default.
• W2004654522 countsByYear W20046545222015 @default.
• W2004654522 countsByYear W20046545222016 @default.
• W2004654522 countsByYear W20046545222017 @default.
• W2004654522 countsByYear W20046545222018 @default.
• W2004654522 countsByYear W20046545222019 @default.
• W2004654522 countsByYear W20046545222020 @default.
• W2004654522 countsByYear W20046545222021 @default.
• W2004654522 countsByYear W20046545222022 @default.
• W2004654522 countsByYear W20046545222023 @default.
• W2004654522 crossrefType "journal-article" @default.
• W2004654522 hasAuthorship W2004654522A5063483557 @default.
• W2004654522 hasConcept C111919701 @default.
• W2004654522 hasConcept C127413603 @default.
• W2004654522 hasConcept C14224292 @default.
• W2004654522 hasConcept C144024400 @default.
• W2004654522 hasConcept C144133560 @default.
• W2004654522 hasConcept C162853370 @default.
• W2004654522 hasConcept C195094911 @default.
• W2004654522 hasConcept C202444582 @default.
• W2004654522 hasConcept C33923547 @default.
• W2004654522 hasConcept C36289849 @default.
• W2004654522 hasConcept C41008148 @default.
• W2004654522 hasConcept C539667460 @default.
• W2004654522 hasConcept C56739046 @default.
• W2004654522 hasConcept C86275758 @default.
• W2004654522 hasConcept C9652623 @default.
• W2004654522 hasConcept C98045186 @default.
• W2004654522 hasConceptScore W2004654522C111919701 @default.
• W2004654522 hasConceptScore W2004654522C127413603 @default.
• W2004654522 hasConceptScore W2004654522C14224292 @default.
• W2004654522 hasConceptScore W2004654522C144024400 @default.
• W2004654522 hasConceptScore W2004654522C144133560 @default.
• W2004654522 hasConceptScore W2004654522C162853370 @default.
• W2004654522 hasConceptScore W2004654522C195094911 @default.
• W2004654522 hasConceptScore W2004654522C202444582 @default.
• W2004654522 hasConceptScore W2004654522C33923547 @default.
• W2004654522 hasConceptScore W2004654522C36289849 @default.
• W2004654522 hasConceptScore W2004654522C41008148 @default.
• W2004654522 hasConceptScore W2004654522C539667460 @default.
• W2004654522 hasConceptScore W2004654522C56739046 @default.
• W2004654522 hasConceptScore W2004654522C86275758 @default.
• W2004654522 hasConceptScore W2004654522C9652623 @default.
• W2004654522 hasConceptScore W2004654522C98045186 @default.
• W2004654522 hasIssue "2" @default.
• W2004654522 hasLocation W20046545221 @default.

• next