Incorporates: Journal of Management History (Archive)
Online from: 1967
Subject Area: Management Science/Management Studies
|Title:||Internal and lateral communication in strategic alliance decision making|
|Author(s):||Colin J. Butler, (University of Greenwich, London, UK)|
|Citation:||Colin J. Butler, (2010) "Internal and lateral communication in strategic alliance decision making", Management Decision, Vol. 48 Iss: 5, pp.698 - 712|
|Keywords:||Communication, Decision making, Defence sector, Strategic alliances, United Kingdom|
|Article type:||Research paper|
|DOI:||10.1108/00251741011043885 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
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.
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