Top‐down, bottom‐up, or both? Toward an integrative perspective on operations strategy formation
研究了运营战略形成的微观过程，基于111个行动方案提出整合自上而下规划与自下而上学习的模型，并发现组织结构影响两者平衡。
Abstract Operations strategy is formed via complex processes that transpire in multiple directions at multiple organizational levels. While most previous studies focus on the “macro‐level” process of strategy formation from the dominant top‐down perspective, this study investigates the “micro‐level” process of strategy formation that governs interactions among competitive priorities, objectives, and action plans within operations. Using 111 (59 top‐down and 52 bottom‐up) action plans collected from six German manufacturing plants, we build on Kim and Arnold's (1996) framework and propose an integrated process model of operations strategy formation that encompasses both top‐down planning and bottom‐up learning. We also identify a contingency factor that affects their balance: centralized versus decentralized organizational structure. Finally, based on the analysis of their respective strategic content, we provide evidence concerning the complementary roles of top‐down and bottom‐up action plans in operations strategy.