Organizational form and environment: an analysis of between-form and within-form responses to environmental change

Forte, Monique; Hoffman, James J.; Lamont, Bruce T.; Brockmann, Erich N.

doi:10.1002/1097-0266(200007)21:7<753::aid-smj118>3.0.co;2-2

Cited by 47 publications

(45 citation statements)

References 51 publications

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“…In this view, the reactor has no clear strategic posture, so it may follow a defensive strategy in some areas or within a certain time frame and then adopt an analyzing or prospective behavior for other areas or points in time. Rectors may also experience a state of transition, such as when a former defender evolves to adopt a prospective or analyzing behavior [28]. However, we lack any agreement about how to handle and measure reactors or which of these two interpretations really holds [21,35].…”

Section: Strategy Types and Sharesmentioning

confidence: 99%

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Extending Miles & Snow's strategy choice typology to the German hospital sector

Helmig

Hinz²,

Ingerfurth

2014

Health Policy

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Section: Strategy Types and Sharesmentioning

confidence: 99%

“…The majority of studies thereby identify prospectors as being the highest performers, largely by measuring performance in terms of profitability [19,20,23,[26][27][28]. However, one study in which defenders vastly outperformed analyzers and prospectors obtained different results [22].…”

Section: Performance Differences Across Strategy Typesmentioning

confidence: 99%

Extending Miles & Snow's strategy choice typology to the German hospital sector

Helmig

Hinz²,

Ingerfurth

2014

Health Policy

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“…With strategy implementation, larger firms may be better positioned because they are likely to have specialists in strategic planning and have the firm structure necessary for the efficient implementation of strategies. Because they have more people and more specialists, a large firm can employ a large and diverse network (Forte et al 2000).…”

Section: Country Industry Sector and Firm Sizementioning

confidence: 99%

Climate for innovation and innovation strategy as drivers for success in the wood industry: moderation effects of firm size, industry sector, and country of operation

Nybakk¹,

Crespell²,

Hansen³

2011

Silva Fenn.

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This study examines the relationships between firm financial performance and a) the climate for innovation and b) innovation strategy in the wood products industry. The focus is on the moderator effects of firm size, country of operation, and industry sector. Using a sample of 460 responses from chief executive officers and top managers of Norwegian and US firms, we conducted a regression analysis to probe for interaction effects. The sample included primary and secondary manufacturers of various sizes. Consistent with previous studies, we found a positive impact for both a climate for innovation and an innovation strategy on firm performance. In terms of moderation, only one interaction was found to be significant, representing a moderator effect of industry × size on the climate-performance relationship. Further testing showed that secondary, large manufacturers exhibited a weaker, yet still positive, relationship between climate for innovation and performance. This low level of significant interactions suggests stability of the relationship among the main factors depicted in the model, with important implications for managers and future research. These findings indicate that a positive climate for innovation and a management committed to innovation through an innovation strategy have a positive effect on the bottom line of wood products firms. This effect holds true regardless of industry, size, or country, so most firms can benefit from the implementation of these pro-innovation practices.

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“…For example, the work on strategic groups (Caves and Porter, 1977;Harrigan, 1985), on generic competitive strategies (Porter, 1980(Porter, , 1985 and on organisational configuration (Child, 1972;Forte et al, 2000) all attest this endeavour. An influential contribution to this literature is the Miles and Snow (1978) …”

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confidence: 99%

Discovering diversity in marketing practice

Murray

O’Driscoll²,

Torres³

2002

European Journal of Marketing

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Marketing practice varies among firms. However, the prescriptive literature emphasises a universal view of practice, a``one-size-fits-all'' view. This paper addresses the issue of explaining diversity in competitive space and over time. Diversity in competitive space reflects the existence of different routes to high performance. Diversity over time reflects some combination of change in the individual firm and change in a population of firms. In the former case, diversity is shaped by organisational change; in the latter by the disbandment and founding of firms in the population. Miles and Snow's typology is taken as a main point of departure in the search for explanation, and ecological and evolutionary concepts are also drawn upon. The paper starts by examining the discussion of diversity in the literature of strategic management and organisation theory, and then finds evidence of an emerging interest in diversity in the domain of marketing. Based on a number of cross-sectional and longitudinal case studies, it proceeds to explore diversity in company marketing practice. How such variety evolves at industry level is then addressed. Finally, a view of industries as business systems with complex adaptive mechanisms, enabling both evolutionary and revolutionary changes in marketing practice, is offered.

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Organizational form and environment: an analysis of between-form and within-form responses to environmental change

Cited by 47 publications

References 51 publications

Extending Miles & Snow's strategy choice typology to the German hospital sector

Extending Miles & Snow's strategy choice typology to the German hospital sector

Climate for innovation and innovation strategy as drivers for success in the wood industry: moderation effects of firm size, industry sector, and country of operation

Discovering diversity in marketing practice

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