Corporate distinctive competence, strategy, industry and performance

Corporate distinctive competence, strategy, industry and performance Corporate distinctive competencies may facilitate effective management of interdependencies among multiple units. Relationships between corporate distinctive competencies and firm performance were examined in 185 industrial firms. Results suggested that distinctive competencies associated with performance vary according to the grand strategy used and the firm's principal industry. Specific distinctive competencies were identified for each strategy and industry type. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Corporate distinctive competence, strategy, industry and performance

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Publisher
Wiley
Copyright
Copyright © 1985 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250060307
Publisher site
See Article on Publisher Site

Abstract

Corporate distinctive competencies may facilitate effective management of interdependencies among multiple units. Relationships between corporate distinctive competencies and firm performance were examined in 185 industrial firms. Results suggested that distinctive competencies associated with performance vary according to the grand strategy used and the firm's principal industry. Specific distinctive competencies were identified for each strategy and industry type.

Journal

Strategic Management JournalWiley

Published: Jul 1, 1985

References

  • Performance differences in related and unrelated diversified firms
    Bettis, Bettis
  • Functional importance and company performance: moderating effects of grand strategy and industry type
    Hitt, Hitt; Ireland, Ireland; Stadter, Stadter
  • Diversification entry: internal development versus acquisition
    Yip, Yip

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