Linking Operations Strategies with Customer Based Competence and Firm Performance in the Context of Knowledge Based Intensive Sector: A Theoretical Review
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Date
2017
Authors
Wandiga, Eunice N.
Kilika, James M.
James, Rosemary
Journal Title
Journal ISSN
Volume Title
Publisher
Canadian Center of Science and Education
Abstract
The operations function of an organization plays a strategic role in the success of organizations as it addresses
key decisions that determine the utilization of economic resources in the value creation process to deliver goods
and services. While the function has been sufficiently studied and documented in the manufacturing sector, little
has been done reflecting the services sector. This paper presents a review of the extant theoretical and empirical
literature on two constructs linked to operations strategy in the context of a knowledge intensive sector in the
phenomenon leading to firm performance. The relevant theories are reviewed, constructs and their operational
indicators identified and compared against extant empirical work and emergent knowledge gaps identified. The
paper finally proposes a multidisciplinary based theoretical model suitable for advancing knowledge in this area
together with the accompanying implications for future research.
Keywords: Customer based competences; Firms Operations strategy; Knowledge based intensive sector
Description
https://doi.org/10.5539/ijbm.v12n8p234
Keywords
Customer based competences, Firms Operations strategy, Knowledge based intensive sector
Citation
International Journal of Business and Management; Vol. 12; 8; 2017,Published by Canadian Center of Science and Education