Aligning Manufacturing Strategy and Business‐Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance
提出在动态市场条件下，资源驱动和市场导向两种战略范式都有缺陷，可能导致战略失调，并强调运营经理在战略主流过程中的重要贡献常被忽视。
abstract In this paper we make the case for strategic resonance in the strategy making process within dynamic and highly volatile market conditions. We discuss how managers are faced with competing paradigms of resource‐driven versus market‐led approaches to strategy but we suggest that both paradigms have flaws and may cause strategic dissonance to occur. Moreover, we offer additional insights into why strategic dissonance can occur within the strategy process of the firm. We suggest that a key omission often lies in the neglect of operations managers’ potentially important contributions to the strategy mainstream process.