Aligning Manufacturing Strategy and Business-Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance

Brown, Steve and Blackmon, Kate (2005) Aligning Manufacturing Strategy and Business-Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance. Journal of Management Studies, 42 (4). pp. 793-815.

Abstract

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.

Item Type: Article
Subject(s): Project management
Operations management
Centre: BT Centre for Major Programme Management
Faculty of Operations Management
Date Deposited: 24 Oct 2012 09:30
Last Modified: 23 Oct 2015 14:07
URI: http://eureka.sbs.ox.ac.uk/id/eprint/4213

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