Article Abstract:
Strategic coalignment - viewed in terms of internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies posed by either environmental or organizational contexts - is an important theoretical perspective in strategic management. However, extant research is characterized by both poor clarifications of the theoretical meanings of coalignment as well as inappropriate statistical modelling. This article adopts a methodological orientation to examining a general proposition of the performance implications of strategic coalignment among three generic strategy dimensions: marketing, manufacturing and administrative. Such a proposition is evaluated using three seemingly complementary perspectives of statistical modelling: (a) interactionist; (b) profile-derivation; and (c) covariation, and data collected from two hundred business units. The analysis and results generally support the proposition using two of three perspectives, thus raising critical methodological issues relating to multiple specifications of the statistical form of coalignment. (Reprinted by permission of the publisher.)
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Article Abstract:
The progress made in strategic groups research is evaluated by identifying its relevance and importance to the field of strategic management. A classificatory scheme is developed using two dimensions: the operationalization of strategy; and the approach to group development. A review framework incorporating key analytical dimensions is drawn up to (a) develop a taxonomy for classifying the available empirical research on strategic groups; (b) assess the research and identify important summary patterns and (c) develop specific research directions from a strategic management perspective. (Reprinted by permission of the publisher.)
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Article Abstract:
This study examines the underlying dynamics of strategic decisions that are subject to upward influence activity. The results suggest that the strategy-making process deviates considerably from typical rational comprehensive approaches in that strategies are affected by: initial sense-making activity, perceptions of risk and return, and power and negotiation skills. Differences due to functional area of the manager involved in the influence activity are discussed. (Reprinted by permission of the publisher.)
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