000			01663naa a2200265uu 4500
001			10672
003			OSt
005			20190211155125.0
008			030131s2005 xx ||||gr |0|| 0 eng d
100	1		_aBOWMAN, Cliff _91381
245	1	0	_aCongruent, divergent and incoherent corporate level strategies
260			_cdec.2002
520	3		_aThis 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
650		4	_aCorporate Value Creation _919665
650		4	_aCongruent Resource-creating Strategies _919666
650		4	_aDivergent Resource-creating Strategies _912521
650		4	_aCorporate Level Strategies _919667
650		4	_aDynamic Capabilities _912513
700	1		_aWARD, Keith _919668
700	1		_aKAKABADSE, Andrew _95388
773	0	8	_tEuropean Management Journal _g20, 6, p. 671-679 _d, dec.2002 _w
942			_cS
998			_a20030131 _bLucima _cLucimara
998			_a20060724 _b1655^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10798 _d10798
041			_aeng