Managers have responsibility for implementing a firm??s executional strategy. An executional strategy is the selection of resources and capabilities and the arrangement of them into a supply chain that puts a firm??s espoused positioning into action (Porter, 1985). Executional strategies are selected to maximize economic rents. Firm resources (Barney, 1991) and the arrangement of supply chains (Chandler, 1962; 1990) are important to rent generation. In turn, the potential arrangement of activities into a supply chain is determined by a firm??s depth of architectural knowledge; this is knowledge of how supply chain elements can be linked (Henderson and Clark, 1990). The study provides a simultaneous test of the impact of resources and supply chain arrangements on the selection of executional strategies. The theoretical model is tested through a discrete choice experiment (Louviere et al., 2000). Findings suggest that resources and cost advantages dominate management decision-making with competition also an influence. Importantly, findings for a sub-sample of subjects whose firms are most impacted by Information technology (IT), confirms that architectural knowledge does play a role in the selection of executional strategies. These ??engaged?? subjects were significantly more experienced with the subject matter and more confident about their responses. These engaged subjects utilized architectural knowledge to select strategies that leveraged their resources more widely and to minimize the influence of transaction costs on their strategic choices.
| Identifer | oai:union.ndltd.org:ADTP/258114 |
| Date | January 2009 |
| Creators | Richard, Pierre Jules, Strategy & Entrepreneurship, Australian School of Business, UNSW |
| Publisher | Publisher:University of New South Wales. Strategy & Entrepreneurship |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | http://unsworks.unsw.edu.au/copyright, http://unsworks.unsw.edu.au/copyright |
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