Business Commons^™

Strategy Development Processes And Subsidiary Contribution, Pamela Sharkey Scott, P. T. Gibbons

Conference Papers

Intensifying international competition, increasing volatility, and systemic technological and political transformations (Dunning, 1995; Hitt, Keats and DeMarie, 1998) constitute the current competitive landscape for organisational activities (Sampler, 1998). To successfully adapt to these challenges and find new ways to renew fast obsolescing firm-specific advantage (Buckley and Casson, 1976; 1998) a more holistic approach to organisational management is emerging. This involves the integration of the traditional strategic management or advantage seeking perspective with the more innovative or opportunity seeking dimensions of entrepreneurship (Hitt et al, 1998). Developing a culture of creating or identifying opportunities and exploiting them is fundamental to entrepreneurship …

Strategy Development Processes And Organisational Performance, Pamela Sharkey Scott, P. T. Gibbons Prof

Conference Papers

A recent resurgence in both academic and practitioner interest on strategy development processes and their influence on organisational performance highlights the absence of empirical studies in this area, particularly from an MNC perspective. This study attempts to fill this important gap by applying a multifaceted conceptualisation of the strategy development process to the subsidiary level of analysis. A broad perspective on the effectiveness of strategy making is adopted and measures of contribution examined include financial and market performance, international responsibility, initiative generation and strategy creativity.

Interesting insights into subsidiary behaviour and specifically into the strategy development styles of subsidiaries are …