Authors: Nader Arvand; Mas Bambang Baroto
Addresses: International Business School (IBS), Universiti Teknology Malaysia (UTM), Level 10, Menara Razak, Jalan Semarak, 54100 Kuala Lumpur, Malaysia ' International Business School (IBS), Universiti Teknology Malaysia (UTM), Level 10, Menara Razak, Jalan Semarak, 54100 Kuala Lumpur, Malaysia
Abstract: To execute a strategy more effectively, this study develops a model modifying the resource-based 'McKinsey's 7S' through the industrial organisation point of view. To do so, the 'comprehensive strategic management model' and the article on 'how the balanced scorecard complements the McKinsey's 7S model' are employed. The model was tested on a transformer manufacturer, and findings prove that neither viewpoint is independently effective. Indeed, combining both views, this study employs the strategy formulation and management control system to contribute to resolving the most difficult stage of strategic management (implementation).
Keywords: strategy implementation; strategy formulation; McKinsey; 7S; resource based view; RBV; industrial organisations; management control systems; strategic management; balanced scorecard; BSC; transformer manufacturing; manufacturing industry.
International Journal of Business Performance Management, 2016 Vol.17 No.3, pp.301 - 320
Available online: 07 Jun 2016 *Full-text access for editors Access for subscribers Purchase this article Comment on this article