 Environmental Constraints And Sectoral Recipes: Strategy Change In Britain’s Military Industrial BaseDonald Hislop Journal of Management Studies, 2000, vol. 37, issue 5, 687-703 Abstract: There has been a significant growth in research providing a sectoral‐level analysis for a range of organizational behaviour, including company strategy (Smith et al., 1990; Spender, 1989). One of the main strengths of this work is that it shows a sensitivity to how an organization’s institutional–structural context influences its behaviour. This paper will add to this growing body of research through examining one particular sector: the UK’s military equipment sector in the period immediately following the end of the Cold War. One of the most interesting findings from the research on which this paper is based was the similarity in strategies pursued by most of the companies examined. This similarity in strategies is explained in terms of two main factors. Firstly, drawing on elements of contingency theory it is suggested that the strategic options open to the companies examined were constrained by the specific nature of their capabilities, which were shaped by the character of military equipment markets. Secondly, it is suggested that the institutional characteristics of the UK’s military equipment sector were conducive to the development of a strategic ‘recipe’. Date: 2000 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:jomstd:v:37:y:2000:i:5:p:687-703 Ordering information: This journal article can be ordered from Access Statistics for this article Journal of Management Studies is currently edited by Timothy Clark, Steven W. Floyd and Mike Wright More articles in Journal of Management Studies from Wiley Blackwell |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.