Strategy‐making and environment: The third link

Strategy‐making and environment: The third link Whereas much is known about the relationships between strategy and structure, and between environment and structure, too little is known about a third link—the relationship between strategy‐making and environment. An empirical study was conducted upon two distinct samples of firms. We hypothesized that increases in environmental dynamism, hostility and heterogeneity should be related to specific changes in the amount of analysis and innovation which characterizes strategy‐making activity. Most of these relationships tended to be much stronger in successful than in unsuccessful samples of firms. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Strategy‐making and environment: The third link

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Publisher
Wiley
Copyright
Copyright © 1983 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250040304
Publisher site
See Article on Publisher Site

Abstract

Whereas much is known about the relationships between strategy and structure, and between environment and structure, too little is known about a third link—the relationship between strategy‐making and environment. An empirical study was conducted upon two distinct samples of firms. We hypothesized that increases in environmental dynamism, hostility and heterogeneity should be related to specific changes in the amount of analysis and innovation which characterizes strategy‐making activity. Most of these relationships tended to be much stronger in successful than in unsuccessful samples of firms.

Journal

Strategic Management JournalWiley

Published: Jul 1, 1983

References

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