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Please use this identifier to cite or link to this item: http://dspace.lib.cranfield.ac.uk/handle/1826/1915

Document Type: Article
Title: Congruent, Divergent and Incoherent Corporate Level Strategies
Authors: Bowman, Cliff
Ward, Keith
Kakabadse, Andrew P.
Issue Date: 2002
Citation: Cliff Bowman, Keith Ward and Andrew Kakabadse, Congruent, Divergent and Incoherent Corporate Level Strategies, European Management Journal, Vol. 20, Iss. 6, Dec 2002, Pg. 671-679.
Abstract: This paper draws together four related strands of theory to address the processes of corporate value creation. Specifically, contributions from resource-based theory, dynamic capabilities, corporate strategy and Mintzberg’s structure theory have been combined to derive four congruent resource-creating strategies: financial control, scale, leverage, and creativity. Mintzberg’s configurations approach is used to explore the organisational structures and processes associated with each strategy. It argues that choices with respect to corporate resource creation must be made as these four strategies require distinct, congruent organisational arrangements. When congruent strategies deliver diminishing returns, divergent strategies may be pursued. However, there is a risk of incoherence where a divergent strategy is poorly implemen
URI: http://dx.doi.org/10.1016/S0263-2373(02)00120-2
http://dspace.lib.cranfield.ac.uk/handle/1826/1915
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