The purpose of this paper is to investigate differences in decision‐making processes between UK and non‐UK managers in the defence manufacturing industry.
A pilot study was conducted with a small number of firms in Yorkshire, UK. A large‐scale survey was conducted of 250 firms in the UK. The response rate was 60 per cent.
Decision making is kept team‐orientated in larger firms with decision making autonomy in place for each team. The research demonstrates that leading firms drive best practice and best practice research disseminates globally through industry‐academic collaboration.
Alliances with leading firms will lead to the evolution of team‐based, programme structured decision making in UK‐non‐UK strategic alliances.
Global managers learn from the experiences of team‐based programme structured decision makers.
CitationDownload as .RIS
Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited