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)Full text not available from this repository.
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.
|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)
|School / Department / Research Groups:||School of Business|
School of Business > Department of International Business & Economics
|Last Modified:||01 Mar 2012 09:46|
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