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Aligning manufacturing strategy and business-level competitive strategy in new competitive environments: the case for strategic resonance

Aligning manufacturing strategy and business-level competitive strategy in new competitive environments: the case for strategic resonance
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.
0022-2380
793-815
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Blackmon, Kate
7da127f9-2006-4596-a5f0-de2a7468948e
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Blackmon, Kate
7da127f9-2006-4596-a5f0-de2a7468948e

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), 793-815. (doi:10.1111/j.1467-6486.2005.00519.x).

Record type: Article

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.

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More information

Published date: June 2005
Organisations: Management, Decision Analytics & Risk

Identifiers

Local EPrints ID: 37181
URI: https://eprints.soton.ac.uk/id/eprint/37181
ISSN: 0022-2380
PURE UUID: a83a3aa3-31cf-4899-8c23-2242576ee607

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Date deposited: 23 May 2006
Last modified: 17 Jul 2017 15:42

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