"achieving strategic resonance"

"Whilst it has been argued by others that manufacturing strategy is the ‘missing link’ in corporate strategy, the gap between the two has widened, rather than narrowed since it was identified. This gap in the literature is true both in mainstream strategy (where manufacturing strategy remains an undeveloped theme and is lost in its critical importance to resource-led and competence based literature) as well as within manufacturing strategy where the root cause of exclusion of manufacturing personnel in the main stream strategy process has not been developed.
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The reasons for this gap, we suggest, have not been explored sufficiently to date. We suggest the key issue is that, although the change from craft production has often been explained in terms of changes within manufacturing processes, this transition has not been developed in terms of the fundamental impact upon the strategic decision process within firms. Strategic resonance is difficult to achieve in the internal strategy process of the firm whose processes often remain rooted in hierarchical settings fraught with conflicting demands between top levels (strategic) and lower levels (operations) of management. The growth of large, multi-divisional enterprises, particularly within the United States during the emergence of mass production, brought with it the creation of increased levels of hierarchy within the firm. The exclusion of operations personnel from the strategic direction of the firm had enormous impact because now, in contrast to craft enterprises, there could be conflict and tension between conflicting goals within the firm resulting in strategic dissonance.
However, whilst achieving strategic resonance is a profoundly difficult task, it will be a necessary requirement in the continuing highly competitive arena."

Trechos retirados de "Aligning Manufacturing Strategy and Business- Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance" de Steve Brown e Kate Blackmon, publicado por Journal of Management Studies · June 2005