The nature of an operations strategy: combining strategic decisions from the resource‐based and market‐driven viewpoints

To date, the exact nature and classification of an operations strategy vis‐à‐vis other popular operational solutions have eluded many commentators. Against a background of the various approaches to strategy formulation, including the resource‐based and market‐driven views, the composition of an operations strategy is discussed in terms of the decisions involved. Research findings conclude that such strategies contain diverse building‐blocks initially reflecting various resources, capabilities and competencies. However, their composition and subsequent interconnections are also influenced by the exigencies of the market and other supply network forces. Finally, the work debates how these strategies and their components can be customised to reflect different competitive agendas. This latter aspect breaks new ground, takes the study beyond mere definitions, and has clear implications for both practice and further research.