Strategy, Distinctive Competence, and Organizational Performance

Snow, Charles C.; Hrebiniak, Lawrence G.

doi:10.2307/2392457

Cited by 1,064 publications

(639 citation statements)

References 18 publications

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“…Thus, we scanned related and recent literature compatible with the changing conditions of the current business environment. In this regard, studies made by Snow and Hrebiniak (1980), Birchall and Tovstiga (1999) and Celuch et al (2002) are noticeable empirical examples for classification of the BCs by the functional areas. Additionally, several strategic management books (e.g.…”

Section: The Dimensions Of Business Capabilitiesmentioning

confidence: 99%

The Harmonized Effects of Generic Strategies and Business Capabilities on Business Performance

Acar

Zehir

2010

Journal of Business Economics and Management

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Abstract.Resource-based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms of management, production, marketing-sales, information system, logistics and external relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined.

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Section: The Dimensions Of Business Capabilitiesmentioning

confidence: 99%

The Harmonized Effects of Generic Strategies and Business Capabilities on Business Performance

Acar

Zehir

2010

Journal of Business Economics and Management

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“…Experience Background Snow and Hrebiniak's (1980) study on linkages between strategy and distinctive competence indicated that although organizational strengths in general and financial management were important for all strategies, the importance of strengths in basic engineering, research and development, production, and applied engineering varied from one strategy type to another. More recently, Hitt, Ireland, and Palia (1982) also provided similar evidence in support of a systematic relationship between organizational strategy and the importance of various functions.…”

Section: Hypothesesmentioning

confidence: 99%

Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation.

Gupta¹,

Govindarajan

1984

Academy of Management Journal

1,006

508

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“…Among others, they include incentive and control systems (Sathe 1985), culture (Kanter 1985;Hisrich and Peters 1986;Brazeal and Herbert 1999), organizational structure (Covin and Slevin 1991;Naman and Slevin 1993;Dess et al 1999), and managerial support (Stevenson and Jarillo 1989;Kuratko et al 1993). Research reveals that entrepreneurially oriented companies tend to outperform other organizational types in volatile environments (McKee et al 1989) and stronger adaptation during turbulent settings help an organization to perform better than conservative organizations (Bourgeois 1980;Snow and Hrebiniak 1980;Covin and Slevin 1991).…”

Section: Organizational Characteristics and Entrepreneurial Orientationmentioning

confidence: 99%

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

Baskaran

2018

GADJAH MADA INT. J. BUS.

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Abstract:The main aim of this study is to investigate the mediating effect of knowledge management enablers between the organizational characteristics and entrepreneurial orientation of employees. The study considered three constructs, namely: Knowledge management enablers, organizational characteristics and entrepreneurial orientation, to formulate the framework for this research. A quantitative approach was adopted in the study. Data were collected through a web-based online survey. The population of the survey was estimated to be around 300 employees from three cement manufacturing organizations in the state of Johor, Malaysia. A 70.4 per cent response rate was achieved. Five hypotheses were formulated and tested in the study. A simple multiple regression was used to analyse the data. All five hypotheses were supported, confirming that there is a partial mediation by the knowledge management enablers, as well as by the corresponding dimensions between organizational characteristics and entrepreneurial orientation. In addition, the implications of this study are also discussed, apart from the avenues for future research in the area of entrepreneurial orientation.

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Strategy, Distinctive Competence, and Organizational Performance

Cited by 1,064 publications

References 18 publications

The Harmonized Effects of Generic Strategies and Business Capabilities on Business Performance

The Harmonized Effects of Generic Strategies and Business Capabilities on Business Performance

Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation.

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

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