Congruent, divergent and incoherent corporate level strategies
By: BOWMAN, Cliff
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Contributor(s): WARD, Keith | KAKABADSE, Andrew.
Material type: 
ArticlePublisher: dec.2002Subject(s): Corporate Value Creation | Congruent Resource-creating Strategies | Divergent Resource-creating Strategies | Corporate Level Strategies | Dynamic CapabilitiesEuropean Management Journal 20, 6, p. 671-679Abstract: 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-creatj g 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 coporate 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 implemented
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
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-creatj g 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 coporate 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 implemented
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