Operations strategy and business strategy alignment model (case of Iranian industries)

Abstract

2010),"The moderating effect of business strategy on the relationship between operations strategy and firms' results"If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper here is to present an operational model that establishes the necessary relationship between business strategy and operations strategy. Accordingly, managers are enabled to define strategic business elements in the operations unit and align it with the business strategies. Design/methodology/approach -Data were collected from 160 companies using a combination of structured interviews and closed questionnaire. In developing the alignment model, descriptive-survey and correlation methods were used. For selecting the codes and types of alignments, a heuristic data analysis method was developed and applied. Findings -This paper concludes that alignment is significantly different in successful and unsuccessful companies. Considering their performance, 25 alignment types have been identified out of which seven types have been found appropriate for the case. Practical implications -The recommended model here is easy to use and helps managers to improve the performance of their companies by aligning their operation strategy with business strategy. Originality/value -This paper presents a model that includes the content and process of operations strategy, using top-down and resource-based approaches. This model associates alignment with organizations performance, a subject that has been considered as one of the major and challenging issues in the strategic management efforts. Overall, a new and innovative model has been proposed here for building a vertical alignment between the strategies of the firm. The proposed alignment comes in two different levels.

The trickle-down effect of big data use to predict organization innovation: the roles of business strategy alignment and information sharing

“…For example, strategies (e.g. business alignment) are a comprehensive master plan for the firms to achieve their high level of goals and objectives in the business process (Khalili Shavarini et al. , 2013).…”

Rethinking organizational performance management: a complexity theory perspective

“…Similarly, the view of organizations as a complex web of interacting and evolving elements raises important questions about the notions of alignment and control. Alignment may need to be understood not simply as consistency between objectives and indicators across organizational levels (Khalili Shavarini et al, 2013, Lucianetti et al, 2019, but more as a constant and recursive process of adjustments between multiple elements within the organization (Bellisario et al, 2021).…”

The role of performance measurement in aligning operations with strategy: sustaining cognitive processes of internal alignment

“…Thirdly, as a consequence of our conceptualization of alignment as a dynamic and recursive sensemaking process, the presumed stability of alignment as a state (Khalili Shavarini et al, 2013;Lucianetti et al, 2019) needs re-visiting. For example, the final versions of the "Tables of departmental indicators" in each department reflected a temporarily stable state, where understandings were "finalized" and shop-floor processes were aligned with the strategic priorities.…”