An Empirical Investigation of the Scope of a Firm's Enterprise Strategy

This article investigates the scope of a firm's enterprise strategy which is defined as the range of stakeholder satisfaction realized by a firm at a particular point in time. We found that prior profitability and several of the firm's grand strategies were correlated with enterprise strategy scope. Furthermore, environmental munificence was found to have a curvilinear relationship with enterprise strategy. Overall, this study refined and extended our understanding of enterprise strategy and stakeholder management.

[1]  James J. Chrisman,et al.  SOCIAL RESPONSIBILITY AND STRATEGIC MANAGEMENT: TOWARD AN ENTERPRISE STRATEGY CLASSIFICATION. , 1990 .

[2]  Richard E. Wokutch,et al.  Measuring corporate social performance: The problem of values , 1979 .

[3]  Mark Shanley,et al.  Agreement between top management teams and expectations for post acquisition performance , 1992 .

[4]  S. Jackson,et al.  Top management and innovations in banking: Does the composition of the top team make a difference? , 1989 .

[5]  Bradford Cornell,et al.  Corporate Stakeholders and Corporate Finance , 1987 .

[6]  S. Sitkin,et al.  Corporate Acquisitions: A Process Perspective , 1986 .

[7]  Eric H. Neilsen,et al.  The Strategy-Legitimacy Nexus: A Thick Description , 1987 .

[8]  D. Wood Corporate Social Performance Revisited , 1991 .

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

[10]  Charles W. Hofer,et al.  Strategic management : a new view of business policy and planning , 1980 .

[11]  Mark J. Zbaracki,et al.  Strategic decision making , 1992 .

[12]  J. Pearce Selecting among Alternative Grand Strategies , 1982 .

[13]  James D. Thompson Organizations in Action , 1967 .

[14]  Pieter C. Arlow,et al.  Social Responsiveness, Corporate Structure, and Economic Performance , 1982 .

[15]  R. Strand,et al.  A systems paradigm of organizational adaptations to the social environment. , 1983, Academy of management review. Academy of Management.

[16]  Henry Mintzberg,et al.  Of strategies, deliberate and emergent , 1985, Strategic Management Journal.

[17]  J. Neter,et al.  Applied Linear Regression Models , 1983 .

[18]  Brian K. Boyd,et al.  Corporate linkages and organizational environment: A test of the resource dependence model , 1990 .

[19]  R. Bauer,et al.  Corporate Social Responsiveness , 1976 .

[20]  Sidney A. Nachman,et al.  Strategic leadership patterns , 1989 .

[21]  Philip Bromiley,et al.  Corporate Capital Investment: A Behavioral Approach , 1986 .

[22]  W. Glueck,et al.  Business Policy and Strategic Management , 1980 .

[23]  Gary J. Castrogiovanni,et al.  Environmental Munihcence; A Theoretical Assessment , 1991 .

[24]  Barry M. Staw,et al.  The scarcity-munificence component of organizational environments and the commission of illegal acts / 230 , 1975 .

[25]  Paul R. Murphy,et al.  Executive attitudes, organizational size and ethical issues: Perspectives on a service industry , 1992 .

[26]  K. Andrews The Concept of Corporate Strategy , 1971 .

[27]  James L. Ginter,et al.  Corporate Social Responsiveness , 1977 .

[28]  Ben S. Branch,et al.  Perceptions of Firm Quality: A Cause or Result of Firm Performance , 1990 .

[29]  R. H. Myers Classical and modern regression with applications , 1986 .

[30]  R. Yin,et al.  Using the Case Survey Method To Analyze Policy Studies. , 1975 .

[31]  Dan R. Dalton,et al.  ORGANIZATIONAL GROWTH: BIG IS BEAUTIFUL , 1985 .

[32]  R. Ackerman The Social Challenge to Business , 1975 .

[33]  J. McGuire,et al.  Corporate Social Responsibility and Firm Financial Performance , 1988 .

[34]  B. Armandi,et al.  A Need-Hierarchy Framework for Assessing Corporate Social Responsibility , 1981 .

[35]  L. Smircich,et al.  Strategic Management in an Enacted World , 1985 .

[36]  Harbir Singh,et al.  Corporate restructuring: Reconfiguring the firm , 1993 .

[37]  John A. Pearce,et al.  Turnaround: Retrenchment and recovery , 1992 .

[38]  William Q. Judge Correlates of organizational effectiveness: A multilevel analysis of a multidimensional outcome , 1994 .

[39]  Robert N. Stern,et al.  The External Control of Organizations: A Resource Dependence Perspective. , 1979 .

[40]  L. Ryan The evolution of stakeholder management: Challenges and potential conflicts , 1990 .

[41]  Gregory G. Dess,et al.  Environment, Structure, and Consensus in Strategy Formulation: A Conceptual Integration , 1987 .

[42]  Y. Wiener,et al.  Forms of Value Systems: Focus on Organizational Effectiveness and Cultural Change and Maintenance , 1988 .

[43]  I. Kesner,et al.  Crisis in the boardroom: fact and fiction , 1990 .

[44]  R. H. Waterman,et al.  In Search of Excellence , 1983 .

[45]  Philip L. Cochran,et al.  Corporate Social Responsibility and Financial Performance , 1984 .

[46]  R. Freeman Strategic Management: A Stakeholder Approach , 2010 .

[47]  I. Parket,et al.  Social responsibility: the underlying factors , 1975 .

[48]  John G. Michel,et al.  DIVERSIFICATION POSTURE AND TOP MANAGEMENT TEAM CHARACTERISTICS , 1992 .

[49]  D. Hambrick,et al.  Managerial discretion: A bridge between polar views of organizational outcomes. , 1987 .

[50]  Lawrence R. Jauch,et al.  Structured Content Analysis of Cases: A Complementary Method for Organizational Research , 1980 .

[51]  Arieh A. Ullmann Data in Search of a Theory: A Critical Examination of the Relationships Among Social Performance, Social Disclosure, and Economic Performance of U.S. Firms , 1985 .

[52]  Thomas F. Reed,et al.  Threat of future layoffs, self‐esteem, and survivors' reactions: Evidence from the laboratory and the field , 1993 .

[53]  G. W. England Personal Value Systems of American Managers , 1967 .

[54]  J. Kimberly Organizational size and the structuralist perspective: a review, critique, and proposal , 1976 .

[55]  R. J. House,et al.  Organizations: A Quantum View , 1984 .

[56]  I. Kesner,et al.  On the dynamics of corporate size and illegal activity: An empirical assessment , 1988 .

[57]  Gregory G. Dess,et al.  Corporate-Level Strategy, Business-Level Strategy, and Firm Performance , 1981 .

[58]  Kim S. Cameron,et al.  Coffin nails and corporate strategies , 1982 .

[59]  I. Parket,et al.  The practice of business social responsibility: the underlying factors , 1975 .

[60]  L. Preston,et al.  Stakeholder management and corporate performance , 1990 .

[61]  J. Liebeskind,et al.  The effects of ownership structure on corporate restructuring , 1993 .

[62]  R. Freeman,et al.  Corporate Strategy and the Search for Ethics , 1988 .

[63]  D. Wood,et al.  Social Issues in Management: Theory and Research in Corporate Social Performance , 1991 .

[64]  Robert E. Hoskisson,et al.  Synergies and Post-Acquisition Performance: Differences versus Similarities in Resource Allocations , 1991 .

[65]  Daniel R. Gilbert,et al.  Corporate Strategy and ethics , 1986 .