A survey of manufacturing firms was carried out in 1998. The respondents (production managers in those firms) were asked to indicates the extent to which business costs, labor availability, competitive hostility, and environmental dynamism were of concern to them. They were also asked to indicated their extent of emphasis on the operations strategy choices of quality, cost, flexibility and delivery dependability. This paper present the results of the analysis of the relationships between the environmental factors and the operations strategy choices. The data indicated that, among firms in Ghana, the two strongest factors that influence the degree of emphasis placed on operations strategy choices are perceived business costs and competitive hostility. Results are presented for both large and small firms, and for firms that are completely locally owned as well as for joint venture firms.