Coverage of the analysis
The initial intent of this academic research was to investigate the interrelationships between operational drivers that affect the physical production, supply and/or distribution of goods. In the course of the study, several limitations became obvious tha
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Coverage of the analysis
The initial intent of this academic research was to investigate the interrelationships between operational drivers that affect the physical production, supply and/or distribution of goods. In the course of the study, several limitations became obvious that are described below. The Contingency Theory was selected to depict the theoretical basis of the study. However, any attempt to explain firm performance on the basis of operational drivers can only ever paint part of the picture, as numerous additional factors of influence may exist. This study should thus be understood as seeking to provide insights into the contribution made by operations to a firm's performance. The study lays no claim to completeness with regard to drivers of firm performance. An unrestricted general equilibrium model would need to include further factors of influence. The contribution made by this academic research should be understood as a step in this direction. Alongside these theoretical restrictions, several methodological limitations exist with regard to data gathering for the literature review and both the empirical survey and its analysis. These limitations are addressed in sections 2.7 and 3.6 respectively. There are still ample opportunities for further research projects relating to this study. In particular, researchers should be encouraged to further investigate both operational success drivers in structural models and the relevant interdependencies. Additional success drivers would need to be integrated in such models, above and beyond drivers that originate solely from operations. Most functions will likely affect operations to some extent, which is why their impact and strategies to optimize that impact should be of considerable interest. In particular, fresh insights into the effect of sales activities on operational success drivers such as working capital requirements, supply chain risk and manufacturing performance, and vice versa, can be expected to benefit academic research and practitioners alike. Similarly, a company's commercial activities such as the budgeting process, controlling activities and the work of the treasury department will also affect operations. Hence the author's suggestion that the model presented herein be expanded in terms of drivers that affect both operations and firm performance. More than ever, firms must pursue convincing strategies if they are to compete in today's challenging global markets. This raises the question how certain aspects of a firm's strategy – such as the business model, defined core competencies and the product strategy – affect
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C. Faden, Optimizing Firm Performance, DOI 10.1007/978-3-658-02746-9_5, © Springer Fachmedien Wiesbaden 2014
operations.412 Since it is the responsibility of operations to put the chosen strategy into practice, the consequences of certain strategic options should be of great interest.413 One recent development illustrates these considerations: Companies such as Apple and Germanybased hardware specialist Medion are pursui
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