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Aligning managers with strategies: Management development versus selection

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  • Jeffrey L Kerr
  • Ellen F. Jackofsky

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.

Suggested Citation

  • Jeffrey L Kerr & Ellen F. Jackofsky, 1989. "Aligning managers with strategies: Management development versus selection," Strategic Management Journal, Wiley Blackwell, vol. 10(S1), pages 157-170, June.
    • Handle: RePEc:bla:stratm:v:10:y:1989:i:s1:p:157-170
    DOI: 10.1002/smj.4250100712
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    Cited by:

    1. Carol V. Brown & Sharon L. Magill, 1998. "Reconceptualizing the Context-Design Issue for the Information Systems Function," Organization Science, INFORMS, vol. 9(2), pages 176-194, April.
    2. Gottschalg, Oliver & Zollo, Mauricio, 2006. "Interest alignment and competitive advantage," HEC Research Papers Series 823, HEC Paris.
    3. Patricia A. Lapoint, 2018. "Alignment Between Strategic Planning And Human Resource Processes: A Qualitative Study," Global Journal of Business Research, The Institute for Business and Finance Research, vol. 12(1), pages 69-78.
    4. Randall S. Schuler & Susan E. Jackson, 2005. "A Quarter-Century Review of Human Resource Management in the U.S.: The Growth in Importance of the International Perspective," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 16(1), pages 11-35.
    5. Fernando Mart¡n Alc zar & Pedro Miguel Romero Fern ndez & Gonzalo S nchez Gardey, 2005. "Researching on SHRM: An Analysis of the Debate over the Role Played by Human Resources in Firm Success," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 16(2), pages 213-241.
    6. Cristiana Parisi, 2013. "The impact of organisational alignment on the effectiveness of firms’ sustainability strategic performance measurement systems: an empirical analysis," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(1), pages 71-97, February.
    7. Kor, Yasemin Y. & Mahoney, Joseph T. & Michael, Steven C., 2005. "Resources, Capabilities and Entrepreneurial Perceptions," Working Papers 05-0120, University of Illinois at Urbana-Champaign, College of Business.
    8. Matthew W. Ford & Bertie M. Greer, 2005. "Implementing Planned Change: An Empirical Comparison of Theoretical Perspectives," American Journal of Business, Emerald Group Publishing, vol. 20(2), pages 59-69.
    9. Oginni Babalola & Erigbe Patience & Ojo Afolabi & Laosebikan, ¡®Sola & Ogunlusi, ¡®Femi, 2018. "Adoption of Human Resources Management Policies for Practices: Harvard Model versus Religious Model," Business and Management Research, Business and Management Research, Sciedu Press, vol. 7(1), pages 51-60, March.

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