THE PERFORMANCE IMPACT OF STRATEGY - MANAGER COALIGNMENT: AN EMPIRICAL EXAMINATION

This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.

[1]  Ken G. Smith,et al.  Organizational Information Processing, Competitive Responses, and Performance in the U.S. Domestic Airline Industry , 1991 .

[2]  Shaker A. Zahra,et al.  Research Evidence On The Miles-Snow Typology , 1990 .

[3]  S. Shortell,et al.  Perceptual and archival measures of Miles and Snow's strategic types: a comprehensive assessment of reliability and validity. , 1990, Academy of Management journal. Academy of Management.

[4]  D. Hambrick,et al.  Book Review: Human Resources, Personnel, and Organizational Behavior: The Executive Effect: Concepts and Methods for Studying Top Managers , 1990 .

[5]  Gregory G. Dess,et al.  Industry Effects and Strategic Management Research , 1990 .

[6]  N. Venkatraman.  Performance Implications Of Strategic Coalignment: A Methodological Perspective , 1990 .

[7]  S. Shortell,et al.  Changing generic strategies: Likelihood, direction, and performance implications , 1989 .

[8]  Elaine Romanelli,et al.  Environments and Strategies of Organization Start-Up: Effects on Early Survival , 1989 .

[9]  K. Eisenhardt,et al.  Politics of Strategic Decision Making in High-Velocity Environments: Toward a Midrange Theory , 1988 .

[10]  R. Grant.  On 'Dominant Logic', Relatedness and the Link between Diversity and Performance , 1988 .

[11]  Robert G. Lord,et al.  Executive Leadership and Organizational Performance: Suggestions for a New Theory and Methodology , 1988 .

[12]  Robert M. Grant,et al.  Performance differences between the wrigley/rumelt strategic categories , 1988 .

[13]  D. Norburn,et al.  The top management team and corporate performance , 1988 .

[14]  James W. Kolari,et al.  Marketing Strategy Implications of the Miles and Snow Strategic Typology , 1987 .

[15]  Reuben R. McDaniel,et al.  Strategic Adaptation in the Hospital Industry. , 1987 .

[16]  Robert W. Ruekert,et al.  Marketing's Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework , 1987 .

[17]  Rakesh B. Sambharya,et al.  Strategic orientation and characteristics of upper management , 1987 .

[18]  Ken G. Smith,et al.  ENVIRONMENTAL VARIATION, STRATEGIC CHANGE AND FIRM PERFORMANCE: A STUDY OF RAILROAD DEREGULATION , 1987 .

[19]  John A. Pearce,et al.  A measure of ceo social power in strategic decision‐making , 1987 .

[20]  Robert W. Ruekert,et al.  Marketing's Interaction with Other Functional Units: A Conceptual Framework and Empirical Evidence: , 1987 .

[21]  David Miller,et al.  Chief executive personality and corporate strategy and structure in small firms , 1986 .

[22]  C. Prahalad,et al.  The dominant logic: A new linkage between diversity and performance , 1986 .

[23]  M. Tushman,et al.  Executive Succession: The Changing Characteristics of Top Management Teams. , 1986 .

[24]  E. Romanelli.  Strategies and outcomes of organization creation : patterns in performance and persistence , 1986 .

[25]  A. V. D. Ven,et al.  Alternative forms of fit in contingency theory. , 1985 .

[26]  James L. Ginter,et al.  Managers' conservatism and corporate performance , 1985 .

[27]  A. V. D. Ven,et al.  The Concept of Fit in Contingency Theory. , 1984 .

[28]  David M. Schweiger,et al.  Matching Managers to Strategies: A Review and Suggested Framework , 1984 .

[29]  Gregory G. Dess,et al.  Porter's (1980) Generic Strategies as Determinants of Strategic Group Membership and Organizational Performance , 1984 .

[30]  Anil K. Gupta.  Contingency Linkages Between Strategy and General Manager Characteristics: A Conceptual Examination , 1984 .

[31]  D. Hambrick,et al.  Upper Echelons: The Organization as a Reflection of Its Top Managers , 1984 .

[32]  Anil K. Gupta,et al.  Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation , 1984 .

[33]  J. Pearce,et al.  Attribution Theory and Strategic Decision Making: An Application to Coalition Formation , 1983 .

[34]  D. Hambrick.  Some tests of the effectiveness and functional attributes of Miles and Snow's strategic types. , 1983, Academy of Management journal. Academy of Management.

[35]  Jae H. Song,et al.  Diversification Strategies and the Experience of Top Executives of Large Firms , 1982 .

[36]  J. Kotter.  The General Managers , 1982 .

[37]  M. K. D. Vries,et al.  Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment , 1982 .

[38]  Milton Leontiades,et al.  CHOOSING THE RIGHT MANAGER TO FIT THE STRATEGY , 1982 .

[39]  L. Hosmer.  The importance of strategic leadership. , 1982, The Journal of business strategy.

[40]  Jeffrey L. Kerr,et al.  ASSIGNING MANAGERS ON THE BASIS OF THE LIFE CYCLE , 1982 .

[41]  J. Kimberly,et al.  Organizational innovation: the influence of individual, organizational, and contextual factors on hospital adoption of technological and administrative innovations. , 1981, Academy of Management journal. Academy of Management.

[42]  Danny Miller,et al.  TOWARD A NEW CONTINGENCY APPROACH: THE SEARCH FOR ORGANIZATIONAL GESTALTS , 1981 .

[43]  C. C. Snow,et al.  Strategy, Distinctive Competence, and Organizational Performance. , 1980 .

[44]  J. G. Wissema,et al.  Strategic management archetypes , 1980 .

[45]  LEADERSHIP AND CORPORATE PERFORMANCE IN THE SERVICE INDUSTRIES , 1979 .

[46]  C. Pinder,et al.  The Resurrection of Taxonomy to Aid the Development of Middle Range Theories of Organizational Behavior. , 1979 .

[47]  Henry Mintzberg.  Patterns in Strategy Formation , 1978, International Studies of Management & Organization.

[48]  D. Schendel,et al.  A Simultaneous Equation Model of Corporate Strategy , 1978 .

[49]  J. M. Stevens,et al.  Assessing personal, role, and organizational predictors of managerial commitment. , 1978, Academy of Management journal. Academy of Management.

[50]  Robert J. Litschert,et al.  A Conceptual Model of Strategy Formation , 1978 .

[51]  Ronald N. Taylor.  Age and Experience as Determinants of Managerial Information Processing and Decision Making Performance , 1975, IEEE Engineering Management Review.

[52]  J. Child.  MANAGERIAL AND ORGANIZATIONAL FACTORS ASSOCIATED WITH COMPANY PERFORMANCE PART I , 1974 .

[53]  J. Child.  Organizational Structure, Environment and Performance: The Role of Strategic Choice , 1972 .

[54]  Gosta Carlsson,et al.  Age, Cohorts and the Generation of Generations , 1970 .

[55]  M. Becker,et al.  Sociometric Location and Innovativeness: Reformulation and Extension of the Diffusion Model , 1970 .

[56]  W. Surwillo,et al.  THE RELATION OF DECISION TIME TO BRAIN WAVE FREQUENCY AND TO AGE. , 1964, Electroencephalography and clinical neurophysiology.

[57]  M. Shubik,et al.  A Behavioral Theory of the Firm. , 1964 .

[58]  Richard O. Carlson.  Succession and Performance Among School Superintendents , 1961 .

[59]  W. Kirchner.  Age differences in short-term retention of rapidly changing information. , 1958, Journal of experimental psychology.