The implementation of strategy: behavioural vs budgetary approaches and the effect of participation

dc.contributor.author	Bart, Christopher K.	en_US
dc.contributor.author	Parkinson, John M.	en_US
dc.contributor.author	Taggar, Simon	en_US
dc.contributor.author	McMaster University, Michael G. DeGroote School of Business, Innovation Research Centre	en_US
dc.date.accessioned	2014-06-17T20:48:50Z
dc.date.available	2014-06-17T20:48:50Z
dc.date.created	2013-12-23	en_US
dc.date.issued	1998-02	en_US
dc.description	<p>[15] leaves : ; Includes bibliographical references. ;</p>	en_US
dc.description.abstract	<p>This study looked at the impact on ROA of aligning budgeting and HRM decisions with strategy. A Lisrel model was tested on 79 large Canadian and U.S. firms. While HR policy alignment was positively associated with ROA, budgetary alignment was only positively associated with ROA inconjunction with process participation.</p>	en_US
dc.identifier.other	mint/28	en_US
dc.identifier.other	1027	en_US
dc.identifier.other	4943608	en_US
dc.identifier.uri	http://hdl.handle.net/11375/5379
dc.relation.ispartofseries	Working paper (Michael G. DeGroote School of Business. Innovation Research Centre)	en_US
dc.relation.ispartofseries	no. 74	en_US
dc.subject	Business	en_US
dc.subject	Technology and Innovation	en_US
dc.subject	Business	en_US
dc.subject.lcc	Personnel management Strategic planning Strategic planning > Employee participation	en_US
dc.title	The implementation of strategy: behavioural vs budgetary approaches and the effect of participation	en_US
dc.type	article	en_US

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