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The interactions of organizational and competitive influences on strategy and performance

Article Abstract:

The interactions between organizational and competitive influences and their impact on firm strategy and performance have not yet been fully explored by researchers. Instead, they have traditionally focused on the separate roles of organizational capabilities and market competition on firms' actions and consequences, without ever coming close to a neat conclusion. There is a need therefore to refocus and strategic management researchers are perfectly positioned to take the lead in such a redirection. A few prior studies on the interactions between organizations and environments provide important pointers as to where future research should progress. This body of research has examined the comparative influence of firm-level and industry-level variables on performance, and the dynamics between competition and capabilities.

Performance, Competition (Economics)

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Implementing competitive strategies at the business unit level: implications of matching managers to strategies

Article Abstract:

The effects of the choice of general manager on the success of a business unit strategy are examined. Results indicate that: managers with an internal locus of control and research and development experience contribute to better results in differentiation strategies and lesser results in low-cost strategies; 'feeling-type' managers with manufacturing experience increase performance in low-cost strategies but decrease performance in differentiation strategies; managers with general management and industrial experience have universally good results; and financial and accounting experience seems to have a negative effect on results.

Management, Beliefs, opinions and attitudes

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Generic strategies: an empirical investigation of typology validity and strategy content

Article Abstract:

A field research survey of 34 Canadian firms and business units was conducted to assess the validity of a generic typology of strategies and associated content of each type. Interviews, secondary information, and two questionnaires were utilized to find the strategic types and assess their strategic qualities. A generic strategies typology was posited and tested, and comprehensive characteristic descriptions developed. Findings provide support for a methodology of identifying and measuring strategy.

Usage, Surveys, Management research, Planning

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