Strategic profiles and performance: An empirical test of select key propositions

Wright, Peter; Kroll, Mark; Chan, Peng S.; Hamel, Karin

doi:10.1007/bf02726499

Cited by 34 publications

(24 citation statements)

References 19 publications

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“…Second, the analysis of the generic competitive strategies has been extended, providing empirical evidence that hybrid strategies are related to higher firm performance levels, regardless of the industrial sector they belong to. Thus, consistent with the findings of previous studies which focused on particular industries (Kroll, Wright and Heiens, 1999;Wright et al, 1991aWright et al, , 1995, our study supports the premise that adopting multiple strategies leads to higher performance. Because we have used data collected from a wide spectrum of industries, the results of this study should be more easily generalizable than those obtained in previous empirical studies.…”

Section: Discussionsupporting

confidence: 94%

Competitive Strategies and Firm Performance: a Comparative Analysis of Pure, Hybrid and ‘Stuck‐in‐the‐middle’ Strategies in Spanish Firms

Pertusa‐Ortega¹,

Molina‐Azorín²,

Claver‐Cortés³

2009

British J of Management

103

102

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The purpose of this study was to examine the viability of hybrid competitive strategies, which combine differentiation and cost elements, and their impact on organizational performance in comparison to pure strategies and 'stuck-in-the-middle' combinations. Previous studies have focused above all on US data. The analysis carried out in this paper has centred on a multisectorial sample of 164 Spanish firms. The findings show that a large number of the organizations use different types of hybrid strategies and also that such strategies tend to be associated with higher levels of firm performance, particularly those strategies which place emphasis on a greater number of strategic dimensions, and specifically on innovation differentiation.

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Section: Discussionsupporting

confidence: 94%

Competitive Strategies and Firm Performance: a Comparative Analysis of Pure, Hybrid and ‘Stuck‐in‐the‐middle’ Strategies in Spanish Firms

Pertusa‐Ortega¹,

Molina‐Azorín²,

Claver‐Cortés³

2009

British J of Management

103

102

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“…ROI as a performance variable does not give any relevant result. This result, as indicated by Miles and Snow (1978) and corroborated by Wright et al (1991), may be due to the fact that firms-SMEs in that case-do have the opportunity to perform well independent of the strategy followed. Likewise, we should not overlook the limitations of the accounting measures of firm performance, because they are based on accounting data, which, apart from possible errors, give a limited idea of firm performance and do not take tangible assets into consideration (Kren and Kerr 1997, p. 300), which might explain the lack of significant results in contrasting this hypothesis.…”

Section: Discussionsupporting

confidence: 59%

Strategic Orientation, Management Characteristics, and Performance: A Study of Spanish SMEs

Aragón-Sánchez

Marín

2005

Journal of Small Business Management

329

161

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This paper analyzes from a resource-based view the management characteristics of Spanish small and medium enterprises (SMEs) according to their strategic orientation and the consequences in terms of firm performance and business efficiency. The typology of strategies formulated by Miles and Snow has important implications for management, because depending on the strategic orientation adopted-defender, prospector, or analyzer-the firm can emphasize to a great extent some aspects of management, such as technological position, innovation, organizational design, and human resource management. Moreover, these aspects of management can largely determine firm performance and business efficiency. A sample of 1,351 Spanish SMEs provided the data for an empirical test of these issues. The results confirm the expected relationships, revealing, on the one hand, significant differences between prospector and defender SMEs regarding the key factors on which they base their management characteristics and, on the other hand, the different influences that each strategic orientation has on firm performance.

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“…Reactor and defender firms were those firms which determined strategy based upon considerations internal to the company, while the analyzer and prospector actively sought and utilized information from the environment. The theory was enhanced by Hambrick (1982), Lawless and Finch (1989), McKee, Varadarajan and Pride (1989), and Wright et al (1991). Hrebiniak and Joyce (1985) confirmed Stoica et al 9 the typology proposed by Miles and Snow (1978).…”

Section: Adaptability and Its Relationship To Performancesupporting

confidence: 77%

Adaptability and Firm Performance

Stoica

Tansuhaj

McCullough

et al. 2003

Journal of East-West Business

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Responding to rapid and radical change is a major challenge for enterprises in economic environments in transition. This research examines the adaptability of firms and its relationship to company performance using an information processing approach. Samples of firms in the United States and Romania were examined. A comparison of the adaptation approaches of American and Romanian companies is made taking into consideration differences in the business environments and in corporate culture. The relationship between adaptability and performance was found to be non-linear. Perceived turbulence is a moderator and not an antecedent for the relationship between adaptability, its components, and performance. Corporate culture is a determinant of adaptability and its components. When Romanian and American firms Michael Stoica is Associate Professor of Management,

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Strategic profiles and performance: An empirical test of select key propositions

Cited by 34 publications

References 19 publications

Competitive Strategies and Firm Performance: a Comparative Analysis of Pure, Hybrid and ‘Stuck‐in‐the‐middle’ Strategies in Spanish Firms

Competitive Strategies and Firm Performance: a Comparative Analysis of Pure, Hybrid and ‘Stuck‐in‐the‐middle’ Strategies in Spanish Firms

Strategic Orientation, Management Characteristics, and Performance: A Study of Spanish SMEs

Adaptability and Firm Performance

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