Capabilities, strategy and environment: The adaptation of the UK military aircraft industry to the post-Cold War environment
UNSPECIFIED. (1997) Capabilities, strategy and environment: The adaptation of the UK military aircraft industry to the post-Cold War environment. TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT, 9 (1). pp. 3-18. ISSN 0953-7325Full text not available from this repository.
This paper examines how companies in the UK's military aircraft industry have responded to the post-Cold War environment of reduced defence budgets. Given the substantial decline in levels of global defence spending since 1989, it is perhaps surprising that few companies have attempted to diversify out of defence markets. This paper considers the extent to which the defence market environment has influenced the organizational capabilities possessed by companies potentially limiting their relevance to other markets, thus constraining the diversification opportunities available. The explanation suggested here is largely neo-Schumpeterain, where a company's interaction with, and interpretation of, its market environment results in it possessing rather specific and non-general capabilities. However, the nature of organizational capabilities was not found to be an adequate explanation on its own for the company strategy observed. Rather, strategy was as much influenced by the corporate focus on short-term economic considerations and the policy of central government towards both defence procurement changes and the lack of support given to diversification.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
|Journal or Publication Title:||TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT|
|Publisher:||CARFAX PUBL CO|
|Official Date:||March 1997|
|Number of Pages:||16|
|Page Range:||pp. 3-18|
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