摘要:

AbstractThe positive performance impact of a coalignment between the environment and strategy of a business is an important theoretical proposition in strategic management. In spite of its importance and intuitive appeal, the extent of empirical support is equivocal and riddled with problems of conceptualizing and testing for coalignment. This paper evaluates alternate approaches to testing such a proposition and argues in favor of specifying coalignment as ‘profile deviation’, which states that coalignment is the degree to which strategic resource deployments adhere to an ‘ideal profile’ for a given environment. Subsequently, this proposition is tested across two time periods, and eight distinct environments in two different samples drawn from the PIMS data base. Results, which were generally robust across the two periods, strongly support the proposition of a positive performance impact of environment‐strategy coalignment. Implications and research directions are

ISSN:0143-2095    

DOI:10.1002/smj.4250110102

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe paper lays the foundation for building a dynamic theory of the impact of process innovation upon competitive strategies. An innovation is tracked over two and a half decades to observe changing patterns in competition resulting from ongoing innovation development, emerging complementary technologies, and expanding use. The study finds that the innovation created competitive opportunities and threats for both firms that adopted it and those that did not.

ISSN:0143-2095    

DOI:10.1002/smj.4250110103

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis paper reviews the literature on strategic controls. It summarizes the main theoretical arguments that have been put forward for establishing strategic control systems, and contrasts these arguments with evidence that suggests that few companies in fact have a strategic control system in place. The paper then identifies some of the difficulties that may be associated with establishing a strategic control system, points up issues that require further empirical research, and suggests a framework for exploring a contingency theory concerning the sorts of businesses in which strategic control systems would be most and least valuable.

ISSN:0143-2095    

DOI:10.1002/smj.4250110104

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis study focuses upon the recently discontinued F‐20 program of the Northrop Corporation. Northrop's strategic initiative is analyzed historically and comparatively, and the implications of the program failure are discussed with respect to government procurement policy, defense contracting, international trade and arms transfer, and global competition in aerospac

ISSN:0143-2095    

DOI:10.1002/smj.4250110105

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractSince 1985 the U.K. and American corporate markets have been seeing, for the fourth time this century, boom conditions in the acquisition and merging of companies. Most predictions suggest this pattern will continue into the 1990s. Yet the failure of acquired companies remains at 50 per cent. In an attempt to understand this failure rate Kitching's seminal work (1967, 1973) is used as a starting point. His hypothesized relationships for success or failure are tested against a recent U.K. study of 40 cases, and found to be insufficient to explain success or failure. A paradigm of contextual and process variables is proposed as a fuller explanation of the phenomenon. Finally, different contexts and different behavioural processes are suggested as more substantial explanations of outcomes.

ISSN:0143-2095    

DOI:10.1002/smj.4250110106

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractA taxonomy of managerial goals in mergers and acquisitions is developed through a cluster analysis of data from interviews with merger and acquisition practitioners. These clusters of objectives overlap with some objectives cited for mergers and acquisitions in the academic literature, but the correspondence is not complete. Further analysis shows that different types of mergers and acquisitions are characterized by different managerial objectives. The implications of this research for the development of a contingency model of the relationship between managerial objectives and mergers and acquisitions are discussed.

ISSN:0143-2095    

DOI:10.1002/smj.4250110107

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250110101

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY