Ongoing challenges associated with the implementation of formally developed strategies call for studying the functional level strategy processes from fresh perspectives. This paper presents evidence drawn from the Canadian oil and gas industry towards establishing the statistical significance of alternative operations strategy processes and organisational contextual factors. The analysis discerned four strategy process configurations representing singular and multiple combinations of three strategy process modes identified in previous qualitative studies. The findings will help advance the understanding of operations strategy processes and may contribute to theory building, as the evidence was drawn from a relatively large sample of data representing an industry sector that has not been previously reported
