Aligning managers with strategies: Management development versus selection

Jeffrey Kerr, Ellen F. Jackofsky

Research output: Contribution to journalArticle

52 Citations (Scopus)

Abstract

Several articles have recently been published stressing the importance of matching managerial talent with organizational strategy. These have generally relied on selection to ‘fit’ the manager to the strategy. This paper proposes the use of management development as an alternate means of achieving manager—strategy alignment. Management development is defined, its role in strategy implementation is discussed, and its benefits and costs are identified. These are contrasted with the costs, benefits and strategic role of selection. It is suggested that choice of alignment method (i.e. management development versus selection) is contingent upon particular strategic, structural, and cultural factors. These contingency relationships are presented as a series of research propositions.

Original languageEnglish (US)
Pages (from-to)157-170
Number of pages14
JournalStrategic Management Journal
Volume10
Issue number1 S
DOIs
StatePublished - Jan 1 1989
Externally publishedYes

Fingerprint

Strategy management
Management development
Managers
Costs and benefits
Alignment
Cultural factors
Strategy implementation
Organizational strategy
Contingency

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

Cite this

Aligning managers with strategies : Management development versus selection. / Kerr, Jeffrey; Jackofsky, Ellen F.

In: Strategic Management Journal, Vol. 10, No. 1 S, 01.01.1989, p. 157-170.

Research output: Contribution to journalArticle

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