Centralised or decentralised? Strategic implications of resource allocation models


This paper examines the strategic implications of resource allocation models (RAMs). Four interrelated aspects of resource allocation are discussed: degree of centralisation, locus of strategic direction, cross-subsidy, and locus of control. The paper begins with a theoretical overview of these concepts, locating the study in the contexts of both strategic management literature and the university. The concepts are then examined empirically, drawing upon a longitudinal study of three UK universities, Warwick, London School of Economics and Political Science (LSE), and Oxford Brookes. Findings suggest that RAMs are historically and culturally situated within the context of each university and this is associated with different patterns of strategic direction and forms of strategic control. As such, the RAM in use may be less a matter of best practice than one of internal fit. The paper concludes with some implications for theory and practice by discussing the potential trajectories of each type of RAM.

Publication DOI: https://doi.org/10.1111/1468-2273.00200
Divisions: College of Business and Social Sciences > Aston Business School
College of Business and Social Sciences > Aston Business School > Economics, Finance & Entrepreneurship
Additional Information: © Blackwell Publishers Ltd. 2002 The definitive version is available at www.blackwell-synergy.com
Uncontrolled Keywords: resource allocation models,degree of centralisation,locus of strategic direction,cross-subsidy,locus of control
Publication ISSN: 1468-2273
Last Modified: 06 Dec 2023 09:10
Date Deposited: 21 Oct 2009 08:19
Full Text Link: 10.1111/1468-2273.00200
Related URLs: http://www3.int ... 955807/abstract (Publisher URL)
PURE Output Type: Article
Published Date: 2002-01
Authors: Jarzabkowski, Paula



Version: Accepted Version

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