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CONTINGENCIES AFFECTING STRATEGY FORMULATION AND EFFECTIVENESS: AN EMPIRICAL STUDY

CONTINGENCIES AFFECTING STRATEGY FORMULATION AND EFFECTIVENESS: AN EMPIRICAL STUDY Recent attempts at clarifying the strategy formulation problem have centred around managerial perceptions of environmental uncertainty (the need for information) and perceptions of the need for internal change. This research empirically tests one such formulation, a four quadrant model incorporating these two perceptual variables. Data sources were sixty‐two longitudinal case studies involving a variety of organizations and environments. Characteristics of strategy making in each quadrant and differences between successful and unsuccessful organizations were examined through quantification of nine strategic variables for each case. Results indicated each quadrant differed from the others on a number of important strategic properties including risk taking, role performance of the key policy‐maker(s), degree of innovation, extent of futurity in planning, and success of the organization. Second, strategic properties which predicted differences in success within each quadrant included perception of uncertainty, maximizing versus satisficing behaviour, innovation, futurity of planning, and role performance of the policy‐maker. Third, successful firms in each quadrant tended to follow a strategic mode appropriate for the conditions. The four successful modes were adaptive planning, planning, adaptive entrepreneurial, and entrepreneural or stress mode. Motivational aspects of these results and implications for future research are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

CONTINGENCIES AFFECTING STRATEGY FORMULATION AND EFFECTIVENESS: AN EMPIRICAL STUDY

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References (9)

Publisher
Wiley
Copyright
Copyright © 1977 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1977.tb00357.x
Publisher site
See Article on Publisher Site

Abstract

Recent attempts at clarifying the strategy formulation problem have centred around managerial perceptions of environmental uncertainty (the need for information) and perceptions of the need for internal change. This research empirically tests one such formulation, a four quadrant model incorporating these two perceptual variables. Data sources were sixty‐two longitudinal case studies involving a variety of organizations and environments. Characteristics of strategy making in each quadrant and differences between successful and unsuccessful organizations were examined through quantification of nine strategic variables for each case. Results indicated each quadrant differed from the others on a number of important strategic properties including risk taking, role performance of the key policy‐maker(s), degree of innovation, extent of futurity in planning, and success of the organization. Second, strategic properties which predicted differences in success within each quadrant included perception of uncertainty, maximizing versus satisficing behaviour, innovation, futurity of planning, and role performance of the policy‐maker. Third, successful firms in each quadrant tended to follow a strategic mode appropriate for the conditions. The four successful modes were adaptive planning, planning, adaptive entrepreneurial, and entrepreneural or stress mode. Motivational aspects of these results and implications for future research are discussed.

Journal

Journal of Management Studies – Wiley

Published: May 1, 1977

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