Congruent, Divergent and Incoherent Corporate Level Strategies

Show simple item record Bowman, Cliff - Ward, Keith - Kakabadse, Andrew P. - 2011-05-04T23:17:03Z 2011-05-04T23:17:03Z 2002-12-01T00:00:00Z -
dc.identifier.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. en_UK
dc.identifier.issn 0263-2373 -
dc.identifier.uri -
dc.description.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 en_UK
dc.language.iso en_UK en_UK
dc.publisher Elsevier Science B.V., Amsterdam. en_UK
dc.subject Corporate Value Creation en_UK
dc.subject Congruent Resource-creating Strategies en_UK
dc.subject Divergent Resource-creating Strategies en_UK
dc.subject Corporate Level Strategies en_UK
dc.subject Dynamic Capabilities en_UK
dc.title Congruent, Divergent and Incoherent Corporate Level Strategies en_UK
dc.type Article en_UK

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