Deregulation, strategic choice, risk and financial performance

Deregulation, strategic choice, risk and financial performance This study explores the effects of regulation and deregulation on strategic choice and performance in the U.S. banking industry. Drawing on literature from strategic management, industrial organization economics, and organization theory, we develop a framework which suggests that regulatory scope and regulatory incrementalism influence strategic choice and performance. A path analytic model is used to empirically examine these influences. The results suggest that deregulation has direct effects on firms' strategic choices and both direct and indirect effects on risk and return. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Deregulation, strategic choice, risk and financial performance

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Publisher
Wiley
Copyright
Copyright © 1992 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250130303
Publisher site
See Article on Publisher Site

Abstract

This study explores the effects of regulation and deregulation on strategic choice and performance in the U.S. banking industry. Drawing on literature from strategic management, industrial organization economics, and organization theory, we develop a framework which suggests that regulatory scope and regulatory incrementalism influence strategic choice and performance. A path analytic model is used to empirically examine these influences. The results suggest that deregulation has direct effects on firms' strategic choices and both direct and indirect effects on risk and return.

Journal

Strategic Management JournalWiley

Published: Mar 1, 1992

References

  • An application of clustering for strategic group analysis
    Harrigan, Harrigan
  • Strategic planning for regulated companies
    Mahon, Mahon; Murray, Murray
  • Environmental variation, strategic change and firm performance: A study of railroad deregulation
    Smith, Smith; Grimm, Grimm

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