The relationships between operations strategies and operations activities in service context

Abstract

Purpose – The present study aims to empirically explore the relationships between selected operations strategies and the associated operations activities. Specifically, for service firms targeting specific competitive priorities, it examines the extent to which there are significant differences in the relationships between these priorities and the operations activities among high‐ versus low‐performing firms.Design/methodology/approach – The empirical data for this study were drawn from 190 managers of the Australian service organisations whose primary responsibilities were related to the daily operations of the firms. The targeted service organisations encompassed various sectors including transportation, communication, banking, insurance, health care, education, wholesale, retail, and professional services.Findings – The results show that high‐performing firms have stronger relationships between their operations strategies and operations activities than low‐performing firms. The results also reveal how ...