Journal of Management Studies

Saunders, Carol Stoak

doi: 10.1111/j.1467-6486.1990.tb00750.xpmid: N/A

ABSTRACT The strategic contingencies theory of power proposed by Hickson et al. (1971) has been tested and compared to an alternative perspective. In the alternative perspective, the theory has been modified to include control of strategic contingencies as a moderating variable in the relationships between power and its determinants. A field study, using questionnaire and interview responses of 54 administrators at five universities, partially supports the modified theory.

Venkatraman, N.

doi: 10.1111/j.1467-6486.1990.tb00751.xpmid: N/A

ABSTRACT Strategic coalignment ‐ viewed in terms of internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies posed by either environmental or organizational contexts ‐ is an important theoretical perspective in strategic management. However, extant research is characterized by both poor clarifications of the theoretical meanings of coalignment as well as inappropriate statistical modelling. This article adopts a methodological orientation to examining a general proposition of the performance implications of strategic coalignment among three generic strategy dimensions: marketing, manufacturing and administrative. Such a proposition is evaluated using three seemingly complementary perspectives of statistical modelling: (a) interactionist; (b) profile‐derivation; and (c) covariation, and data collected from two hundred business units. The analysis and results generally support the proposition using two of three perspectives, thus raising critical methodological issues relating to multiple specifications of the statistical form of coalignment.

Reddy, N. Mohan; Rao, M. V. Hayagreeva

doi: 10.1111/j.1467-6486.1990.tb00752.xpmid: N/A

ABSTRACT Recent theorizing in the marketing and organization theory literature attests to the notion that the market is a complex organizational form. We discuss the techno‐economic and institutional forces that structure the industrial market as an interorganizational network. The manner in which these forces structure the market determines segmentation and integration and the changing nature of co‐operation and competition in industrial markets.

Gardener, Edward P. M.

doi: 10.1111/j.1467-6486.1990.tb00753.xpmid: N/A

ABSTRACT The deregulation of financial markets has led to severe challenges for bank management and banking strategy. Investment banking is a sector that has experienced important and well‐publicized changes. London's celebrated ‘Big Bang’ helped to stimulate new banking strategies that were characterized by the formation of so‐called ‘bank financial conglomerates’. The October 1987 stock market crash, however, has precipitated strategic and organizational crises for many of these banks active in securities business and capital market products. This article re‐examines investment banking strategies in London and some of the lessons associated with the crash experiences.

Romano, Claudio A.

doi: 10.1111/j.1467-6486.1990.tb00754.xpmid: N/A

ABSTRACT This article provides an analysis of factors affecting the level of product innovation in a small enterprise setting. The perspective chosen considers the interaction of management and environmental factors and its impact on product innovation and explores how these factors interrelate to influence small business success (growth). A causal multi‐site model is developed which will assist in identifying product innovation determinants for high‐growth and low‐growth firms. Moreover, direct and secondary explanations of product innovations will be isolated. Twelve case studies will be examined. The conclusions are that, for high‐growth firms, determinants of product innovation that influenced small‐business success (growth) were technology, competitive edge, research and development, product life‐cycle, market change, product/market mix and customer base. For low‐growth firms, customer base was a major determinant of product innovation which influenced small‐business success (growth).

Starkey, Ken

doi: 10.1111/j.1467-6486.1990.tb00755.xpmid: N/A

ABSTRACT This article analyses the link between research methodology and knowledge generation. It argues that the selection of a method of data collection and analysis determines the potential boundaries and depth of knowledge that can be generated. Choice of methodology, therefore, has major constraining or liberating potential. This is illustrated in an examination of three recent texts on transition. The first of these adopts an occupational psychology approach based on large‐scale surveys. It is argued that this approach runs the risk of ignoring key existential issues. The two other texts analysed are a clinical psychology approach to the major transitions in work and power occasioned by the introduction of new information technologies, and a novel examining key transition episodes in the ‘lives’ of its main protagonists. These two texts, it is suggested, provide an extremely rich source of data and are a pleasure to read. The article ends with an argument for the redefinition of the boundaries that constitute knowledge in management and organization studies.