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Nevertheless, since strategic management still lacks a comprehensive theory of strategy creation, and since management similarly lacks a theory of strategic implementation, opportunities for future research abound, especially if one uses the TOC body of knowledge as a theoretical underpinning for future work. One area of particularly significant challenge involves cross-functional integration. Although the literature abounds with evidence of conflict, the solutions are shallow and have not proven effective. Another area is the application of sales force engineering principles to actual sales force deployment (see Chapter 22; also, Klapholz and Klarman, 2004; Roff-Marsh, 2005). Although literature on team selling exists, the recognition that principles applied in the manufacturing arena could be successful in managing sales forces is yet to be discovered. The use of CCPM in the development and implementation of business strategy is not well known, nor, with a few notable exceptions, is it well documented in the academic literature. The question of performance measurement and how to devise appropriate measures that support strategic objectives have been explored in general, but tying those measurements to each functional area has not been done well. These are only a few areas in the strategic management field that could benefit from experimentation and reporting of TOC applications and methods.
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