The DOI matches its Crossref record; 58 of the 58 references it cites were found in a registry or an index.
The performance impact of strategy ‐ manager coalignment: An empirical examination
Abstract
This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.
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Cites
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Upper Echelons: The Organization as a Reflection of Its Top Managers
Hambrick, D. C., & Mason, P. A. (1984) · The Academy of Management Review · doi:10.5465/amr.1984.4277628 · Cited by 10,220
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Organizational Structure, Environment and Performance: The Role of Strategic Choice
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A Behavioral Theory of the Firm
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The dominant logic: A new linkage between diversity and performance
Prahalad, C. K., & Bettis, R. A. (1986) · Strategic Management Journal · doi:10.1002/smj.4250070602 · Cited by 2,856
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Strategy, structure, and economic performance
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Cited by
Cognitive change, strategic action, and organizational renewal
Barr, P. S., Stimpert, J. L., & Huff, A. S. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131004 · Cited by 1,290
Atuahene-Gima, K., & Ko, A. (2001) · Organization Science · doi:10.1287/orsc.12.1.54.10121 · Cited by 1,008
Croteau, A.-M., & Bergeron, F. (2001) · The Journal of Strategic Information Systems · doi:10.1016/s0963-8687(01)00044-0 · Cited by 459
How leadership matters: The effects of leaders' alignment on strategy implementation
O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.10.008 · Cited by 269
Convergence Versus Strategic Reorientation: The Antecedents of Fast-paced Organizational Change
Gordon, S. S., Stewart, W. H., Sweo, R., & Luker, W. A. (2000) · Journal of Management · doi:10.1177/014920630002600508 · Cited by 189
Metadata
- Authors
- Thomas, A. S., Litschert, R. J., & Ramaswamy, K.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 1991-10
- Volume
- 12
- Issue
- 7
- Pages
- 509-522
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W1966749086
- Cited by
- 451
- References
- 58
- FWCI
- 25.47
- Type
- journal article
- Language
- en
- Open access
- closed
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- Thomas, A. S., Litschert, R. J., & Ramaswamy, K. (1991). The performance impact of strategy ‐ manager coalignment: An empirical examination. Strategic Management Journal. https://doi.org/10.1002/smj.4250120704
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.
