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Internal and lateral communication in strategic alliance decision making

Internal and lateral communication in strategic alliance decision making

Butler, Colin J. (2010) Internal and lateral communication in strategic alliance decision making. Management Decision, 48 (5). pp. 698-712. ISSN 0025 1747 (doi:10.1108/00251741011043885)

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Abstract

Purpose – The purpose of this paper is to investigate differences in decision-making processes between UK and non-UK managers in the defence manufacturing industry. Design/methodology/approach – A pilot study was conducted with a small number of firms in Yorkshire, UK. A large-scale survey was conducted of 250 firms in the UK. The response rate was 60 per cent. Findings – Decision making is kept team-orientated in larger firms with decision making autonomy in place for each team. The research demonstrates that leading firms drive best practice and best practice research disseminates globally through industry-academic collaboration. Practical implications – Alliances with leading firms will lead to the evolution of team-based, programme structured decision making in UK-non-UK strategic alliances. Originality/value – Global managers learn from the experiences of team-based programme structured decision makers.

Item Type: Article
Additional Information: Management Decision (ISSN: 0025-1747) also incorporates the Journal of Management History (Archive)
Uncontrolled Keywords: communication, strategic alliances, decision making, defence sector, United Kingdom
Subjects: T Technology > TS Manufactures
U Military Science > U Military Science (General)
Faculty / Department / Research Group: Faculty of Business > Department of International Business & Economics
Related URLs:
Last Modified: 14 Oct 2016 09:19
Selected for GREAT 2016: None
Selected for GREAT 2017: None
Selected for GREAT 2018: None
URI: http://gala.gre.ac.uk/id/eprint/7690

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