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

Loading next page...
 
/lp/wiley/contingencies-affecting-strategy-formulation-and-effectiveness-an-rW0wOmzJGk
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 StudiesWiley

Published: May 1, 1977

There are no references for this article.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off