Environmental variation, strategic change and firm performance: A study of railroad deregulation

Environmental variation, strategic change and firm performance: A study of railroad deregulation Concepts from the literature on the relationship between environmental variation and strategic change are used to analyze the effects of deregulation on strategic management in the railroad industry. Specific hypotheses are presented about the impact of regulation and change in regulation on strategy, strategic change and performance. A survey of experts identified the strategies of 27 railroads prior to and after deregulation. Five different railroad strategies and five different kinds of strategic changes are identified and described. Results suggest that most firms changed their strategies in response to environmental variation, and that those that did change their strategics out‐performed those that did not. Among the strategic changes, those involving innovation and contingency strategies were found to be the most profitable. Other empirical results are presented and discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Environmental variation, strategic change and firm performance: A study of railroad deregulation

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Publisher
Wiley
Copyright
Copyright © 1987 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250080406
Publisher site
See Article on Publisher Site

Abstract

Concepts from the literature on the relationship between environmental variation and strategic change are used to analyze the effects of deregulation on strategic management in the railroad industry. Specific hypotheses are presented about the impact of regulation and change in regulation on strategy, strategic change and performance. A survey of experts identified the strategies of 27 railroads prior to and after deregulation. Five different railroad strategies and five different kinds of strategic changes are identified and described. Results suggest that most firms changed their strategies in response to environmental variation, and that those that did change their strategics out‐performed those that did not. Among the strategic changes, those involving innovation and contingency strategies were found to be the most profitable. Other empirical results are presented and discussed.

Journal

Strategic Management JournalWiley

Published: Jul 1, 1987

References

  • An empirical analysis of strategy types
    Galbraith, Galbraith; Schendel, Schendel
  • An application of clustering for strategic group analysis
    Harrigan, Harrigan
  • A taxonomy of competitive retailing strategies
    Hawes, Hawes; Crittenden, Crittenden
  • Strategic management archetypes
    Wissema, Wissema; Van Der Pol, Van Der Pol; Messer, Messer

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