Butler, Colin J. (2010) Internal and lateral communication in strategic alliance decision making. Management Decision, 48 (5). pp. 698-712. ISSN 0025 1747 (doi:https://doi.org/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 / School / Research Centre / Research Group:	Faculty of Business > Department of International Business & Economics
Related URLs:	Publisher
Last Modified:	14 Oct 2016 09:19
URI:	http://gala.gre.ac.uk/id/eprint/7690

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