This paper has been written to introduce a strategic view of engineering operations. The reported research began with developing a theoretical foundation from the literature. Key elements of the theoretical framework and their relations have been enriched and extended through case studies with 28 UK-based engineering organizations. The case studies suggested three essential strategic elements of engineering operations as (i) a coherent vision of how to compete through engineering, (ii) a consistent pattern of decision making, and (iii) a contingent fit with the contextual environment. Typical decision frames have been observed around these strategic elements. This paper contributes to an improved understanding of operations strategies with engineering cases. The findings will be useful for scholars studying manufacturing and engineering management, as well as for practitioners who are looking for a strategic approach to enhancing their engineering performance.
|Number of pages||780|
|Journal||Journal of Engineering Manufacture, Proceedings of IMechE Part B|
|Publication status||Published - 11 Jun 2013|
- Operations Strategies, Engineering Management, Engineering Strategies