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Purpose -While Porter's generic strategies are a widely accepted typology of strategic options for businesses, prior studies have not linked specific strategic practices with each generic strategy and explored the associations between the practices and overall organizational performance. The purpose of this paper is to propose and test the following two hypotheses: specific strategic practices (or tactics) can be identified which are associated with each generic Porter strategy; and there are specific strategic practices which are more strongly associated with higher levels of organizational performance within each generic strategy. Design/methodology/approach -To test these hypotheses, a questionnaire was developed and administered to a sample of 226 working adults. A factor analysis and regression analyses were used to analyze the data. Findings -Findings include a list of critical strategic practices significantly associated with organizational performance for each of Porter's generic strategies. Research limitations/implications -Future research would be advised to include a more geographically and randomly selected sample. Furthermore, the use of archival financial performance data is suggested. Practical implications -Suggestions for managers crafting strategies and reinforcing supporting strategic practices based on the findings of this research are discussed. Originality/value -This research has uncovered a core list of strategic practices which better defines each generic Porter strategy. The authors have also pinpointed an even smaller list of critical practices strongly associated with performance for each specific generic strategy.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the relationship between employee perceptions of diversity within the senior management, management and non-management levels of their organizations and their perceptions of organizational performance. Design/methodology/approach -Surveys were administered to 391 managers or professionals in 130 organizations located in the southeastern United States to determine their perceptions of diversity and performance within their organizations. Findings -Regression analysis found strong support for the hypothesis that employee perceptions of diversity at the senior management level of an organization is positively related to perceptions of organizational performance. Likewise, there was support for the hypothesis that employee perceptions of diversity at the non-manager level were positively related to perceptions of organizational performance.Research limitations/implications -The current study was based strictly on perceptual measures. Future research could also consider the use of more objective measures of diversity to gauge any potential differences between perception and reality. Considering that the sample was drawn strictly from the southeastern US, the conclusions may not be applicable to other cultures in other parts of the world. Practical implications -Organizations need to be sure that they focus on initiatives that have a positive influence on employee perceptions of diversity within the ranks of senior management and non-management. Originality/value -This research sheds new light on the importance of employee perceptions of diversity within the various levels of employees in their organizations and organizational performance.

Purpose -The purpose of this paper is to identify factors influencing extremely high or low research productivity for business faculty members. Design/methodology/approach -Using data originating from a random sample of 236 faculty members across a wide range of accredited business schools and a web-based survey, main effects are hypothesized and explored. The authors examine only extreme data points of high (and low) research productivity to focus on high-performing research "stars." Findings -It is found that research "stars" hold higher academic rank, possess greater time management skills, individually place a high value on research, report higher time available to conduct research, enjoy higher institutional support in the form of graduate assistants and summer research support, have fewer course preparations, and work for departments with a similar priority placed on research.Research limitations/implications -The authors found that certain person-and situation-level factors differentiate high and low performing faculty members' research output. Practical implications -The paper has implications for university administrators regarding recruiting, selecting, and managing faculty members' research performance. Originality/value -Research productivity and intellectual contributions continue to dominate much of higher education as a primary measure of faculty members' success. One area that remains underexplored in the business literature is what "makes a research star" and, to the contrary, what factors predict extremely low faculty research productivity? Shedding light on this research question provides practical benefits for universities by enabling administrators to better recruit, select, motivate, and develop productive faculty members.

This study examines the impact of reward practices on the relationship between an organizational strategy based on the principles of total quality management (TQM) and perceptions of firm performance. Major findings include: higher levels of firm performance were significantly correlated with greater use of TQM practices, but not with greater use of quality rhetoric in either formal strategic documents or informal strategic discussions; the use of extrinsic reward practices ± including profit sharing, gainsharing, employment security, and comp time ± exhibited a significantly positive moderating effect on the relationship between TQM and perceived firm performance. Regarding implications for practitioners, it is insufficient to include quality rhetoric in the formal and informal strategy. As the anecdotal literature has often advocated, the current research provides empirical support that management must``walk the talk'' with regard to TQM efforts. Further, in order to realize even higher levels of firm performance, an organization should utilize reward practices which specifically complement its TQM-based strategy.