Towards a strategic view of engineering operations

The aim of this article is 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 organisations. The case studies suggested three essential strategic elements of engineering operations such as (1) a coherent vision of how to compete through engineering, (2) a consistent pattern of decision-making and (3) a contingent fit with the contextual environment. Typical decision frames have been observed around these strategic elements. This article 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 enhance their engineering performance.