Operations strategy, business environment, operations resources and performance : an empirical study of retail firms in China

This research investigates the links between operations strategy, business environment, operations resources and business performance of retail firms in China. A framework integrating operations strategy with business environment and operations resources was developed based on existing literature. A triangulation strategy that combines quantitative (questionnaire survey) and qualitative (case studies) methods was employed. The framework was tested using "Survey data from 106 retail firms in China. Multivariate statistical analysis was primarily used as the quantitative method to analyse the questionnaire data. In addition, qualitative studies were performed using five case studies of retail firms in China. The interview data were examined using both within- and cross-case analysis methods. The framework proposed in this research was supported by both quantitative and qualitative analyses. Strong relationships between business environmental factors (such as business cost, competitive hostility, and environmental dynamism), operations strategy, and performance were observed. This research further found that operations resources (such as retail technology applications, human resources, and relationships with customers and suppliers) played an important role in helping retailers develop effective operations strategies and improve performance. This research contributes to the understanding of operations strategy on two fronts. On a theoretical front, this research fills a gap in the existing literature: 1) by examining integrated operations strategy using the resource-based and market-driven views; and 2) by focusing on the service (retail) sector in China. On a practical front, this research provides managerial implications that can help retail firms develop their operations strategies to compete in a competitive and dynamic market.EThOS - Electronic Theses Online ServiceGBUnited Kingdo