Aligning Manufacturing Strategy and Business-Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance
In this paper we make the case for "strategic resonance" in the strategy making process within dynamic and highly volatile market conditions. We discuss how managers are faced with competing paradigms of resource-driven versus market-led approaches to strategy but we suggest that both paradigms have flaws and may cause "strategic dissonance" to occur. Moreover, we offer additional insights into why strategic dissonance can occur within the strategy process of the firm. We suggest that a key omission often lies in the neglect of operations managers' potentially important contributions to the strategy mainstream process. Copyright Blackwell Publishing Ltd 2005.
Year of publication: |
2005
|
---|---|
Authors: | Brown, Steve ; Blackmon, Kate |
Published in: |
Journal of Management Studies. - Wiley Blackwell, ISSN 0022-2380. - Vol. 42.2005, 4, p. 793-815
|
Publisher: |
Wiley Blackwell |
Saved in:
freely available
Saved in favorites
Similar items by person
-
Operations management: policy, practice and performance management
Brown, Steve, (2001)
-
Brown, Steve, (2007)
-
Brown, Steve, (2005)
- More ...