The DOI matches its Crossref record; 26 of the 26 references it cites were found in a registry or an index.
Changing generic strategies: Likelihood, direction, and performance implications
Abstract
This study argues for greater research attention to the issue of changing generic strategies over time. The study proposes two sources of theoretical tension relating to changing strategies: (1) the notion of equally viable generic strategies versus particularly appropriate strategy/environment combinations, and (2) the relative influence of process (ability to change strategies) versus content (desire to change strategies) issues. Questions relating to these tensions are then examined empirically in an industry‐specific analysis of the likelihood, direction, and performance implications of an organization'S changing its strategy in response to an environmental shift. The findings suggest that changes in generic strategy are not rare, and that organizations do not perceive generic strategies to be equally viable in different environments across time. Performance differences were also found across generic strategies, but not between firms that changed their strategy versus those that did not.
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Cites
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O'fallon, W. M. (1973) · Technometrics · doi:10.1080/00401706.1973.10489095 · Cited by 6,289
Organizational Structure, Environment and Performance: The Role of Strategic Choice
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Organizational Strategy, Structure, and Process
Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978) · Academy of Management Review · doi:10.5465/amr.1978.4305755 · Cited by 4,527
The Role of Nonprofit Enterprise
Hansmann, H. B. (1980) · The Yale Law Journal · doi:10.2307/796089 · Cited by 2,545
Adapting to Environmental Jolts
Meyer, A. D. (1982) · Administrative Science Quarterly · doi:10.2307/2392528 · Cited by 1,909
Dess, G. G., & Davis, P. S. (1984) · Academy of Management Journal · doi:10.2307/256040 · Cited by 1,497
House, R. J., Miller, D., & Friesen, P. H. (1984) · The Academy of Management Review · doi:10.2307/258499 · Cited by 1,438
Strategy, Distinctive Competence, and Organizational Performance
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Cited by
Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research
Fiss, P. C. (2011) · Academy of Management Journal · doi:10.5465/amj.2011.60263120 · Cited by 5,930
Typologies as a Unique Form of Theory Building: Toward Improved Understanding and Modeling
Doty, D. H., & Glick, W. H. (1994) · The Academy of Management Review · doi:10.5465/amr.1994.9410210748 · Cited by 1,716
COLLABORATION IN THE BOARDROOM: BEHAVIORAL AND PERFORMANCE CONSEQUENCES OF CEO-BOARD SOCIAL TIES.
Westphal, J. D. (1999) · Academy of Management Journal · doi:10.2307/256871 · Cited by 1,208
FIT, EQUIFINALITY, AND ORGANIZATIONAL EFFECTIVENESS: A TEST OF TWO CONFIGURATIONAL THEORIES.
DOTY, D. H., GLICK, W. H., & HUBER, G. P. (1993) · Academy of Management Journal · doi:10.5465/256810 · Cited by 1,198
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Sabherwal, R., & Chan, Y. E. (2001) · Information Systems Research · doi:10.1287/isre.12.1.11.9714 · Cited by 1,114
Metadata
- Authors
- Zajac, E. J., & Shortell, S. M.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1989-09
- Volume
- 10
- Issue
- 5
- Pages
- 413-430
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2111751266
- Cited by
- 489
- References
- 26
- FWCI
- 61.81
- Type
- journal article
- Language
- en
- Open access
- closed
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- Zajac, E. J., & Shortell, S. M. (1989). Changing generic strategies: Likelihood, direction, and performance implications. Strategic Management Journal. https://doi.org/10.1002/smj.4250100503
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
