Changing generic strategies: Likelihood, direction, and performance implications

This study argues for greater research attention to the issue of changing generic strategies over time. The study proposes two sources of theoretical tension relating to changing strategies: (1) the notion of equally viable generic strategies versus particularly appropriate strategy/environment combinations, and (2) the relative influence of process (ability to change strategies) versus content (desire to change strategies) issues. Questions relating to these tensions are then examined empirically in an industry-specific analysis of the likelihood, direction, and performance implications of an organization'S changing its strategy in response to an environmental shift. The findings suggest that changes in generic strategy are not rare, and that organizations do not perceive generic strategies to be equally viable in different environments across time. Performance differences were also found across generic strategies, but not between firms that changed their strategy versus those that did not.

[1]  Ari Ginsberg,et al.  Measuring and modelling changes in strategy: Theoretical foundations and empirical directions , 1988 .

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

[3]  S. Shortell,et al.  Economic regulation and hospital behavior: the effects on medical staff organization and hospital-physician relationships. , 1985, Health services research.

[4]  Edward J. Zajac,et al.  Strategic Adaptation in Health Care Organizations: Implications for Theory and Research , 1985, Medical care review.

[5]  Stephen M. Shortell,et al.  Strategy Making in Health Care Organizations: A Framework and Agenda for Research , 1985, Medical care review.

[6]  Henry Mintzberg,et al.  Strategy Formation in an Adhocracy. , 1985 .

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

[8]  L. J. Bourgeois,et al.  Strategic Management and Determinism , 1984 .

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

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

[11]  Marshall W. Meyer,et al.  Power in Organizations. , 1982 .

[12]  A. V. D. Ven,et al.  Central perspectives and debates in organization theory. , 1983 .

[13]  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.

[14]  Donald C. Hambrick,et al.  Strategic awareness within top management teams , 1981 .

[15]  C. C. Snow,et al.  Measuring Organizational Strategies: Some Theoretical and Methodological Problems , 1980 .

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

[17]  H. Hansmann,et al.  The Role of Nonprofit Enterprise , 1980 .

[18]  Robert A. Eisenbeis,et al.  PITFALLS IN THE APPLICATION OF DISCRIMINANT ANALYSIS IN BUSINESS, FINANCE, AND ECONOMICS , 1977 .

[19]  D. Moore.  Evaluation of Five Discrimination Procedures for Binary Variables , 1973 .

[20]  W. Cooley,et al.  Multivariate Data Analysis. , 1973 .

[21]  D. G. Morrison.  On the Interpretation of Discriminant Analysis , 1969 .

[22]  E. S. Gilbert.  On Discrimination Using Qualitative Variables , 1968 .