Internal and lateral communication in strategic alliance decision making
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Butler, Colin J. (2010) Internal and lateral communication in strategic alliance decision making. Management Decision, 48 (5). pp. 698-712. ISSN 0025 1747
Full text not available from this repository.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) |
| School / Department / Research Groups: | School of Business School of Business > Department of International Business & Economics |
| Related URLs: | |
| Last Modified: | 01 Mar 2012 09:46 |
| URI: | http://gala.gre.ac.uk/id/eprint/7690 |
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