Firm and industry effects within strategic management: an empirical examination

Firm and industry effects within strategic management: an empirical examination This study brings out the complementarities between resource‐based and industrial organization schools within strategic management through an empirical examination of firm and industry effects. A variance component analysis of 264 single‐business companies from 69 industries using 5‐ and 15‐year periods suggests that firm effects are more important than industry effects on firm performance, but not on core strategies such as technology and marketing. The findings also point to the need to study core strategies at lower levels of aggregation to understand the sources of competitive advantage. © 1998 John Wiley & Sons, Ltd. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Firm and industry effects within strategic management: an empirical examination

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Publisher
Wiley
Copyright
Copyright © 1998 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/(SICI)1097-0266(199803)19:3<211::AID-SMJ947>3.0.CO;2-T
Publisher site
See Article on Publisher Site

Abstract

This study brings out the complementarities between resource‐based and industrial organization schools within strategic management through an empirical examination of firm and industry effects. A variance component analysis of 264 single‐business companies from 69 industries using 5‐ and 15‐year periods suggests that firm effects are more important than industry effects on firm performance, but not on core strategies such as technology and marketing. The findings also point to the need to study core strategies at lower levels of aggregation to understand the sources of competitive advantage. © 1998 John Wiley & Sons, Ltd.

Journal

Strategic Management JournalWiley

Published: Mar 1, 1998

References

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