The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.
Strategy, Distinctive Competence, and Organizational Performance
Abstract
June 1980, volume 25 This study examines relationships among strategy, distinctive competence, and organizational performance. The analysis focuses on the perceptions of top managers in four industries (plastics, semiconductors, automotives, and air transportation). Findings indicate that these managers perceive four strategy types, Defender, Prospector, Analyzer, and Reactor, to be present within their industry. Defenders, Prospectors, and Analyzers all show competence in general and financial management. Beyond these two functions, Defenders and Prospectors have identifiable but different configurations of distinctive competence, while Analyzers' special capabilities are considerably less apparent. Reactors, as expected, have no consistent pattern of distinctive competence. Finally, although the data are only suggestive, Defenders, Prospectors, and Analyzers consistently outperform Reactors in competitive industries, but not in an industry that is highly regulated.*
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Citations
Cites
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
Self-citation
Cited by
The resource-based theory of competitive advantage: Implications for strategy formulation
Grant, R. M. (1991) · California Management Review · doi:10.2307/41166664 · Cited by 9,699
Core capabilities and core rigidities: A paradox in managing new product development
Leonard-Barton, D. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131009 · Cited by 6,477
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
Jansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2006) · Management Science · doi:10.1287/mnsc.1060.0576 · Cited by 3,705
Jarillo, J. C. (1988) · Strategic Management Journal · doi:10.1002/smj.4250090104 · Cited by 2,555
Metadata
- Authors
- Snow, C. C., & Hrebiniak, L. G.
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 1980-06
- Volume
- 25
- Issue
- 2
- Pages
- 317
- ISSN
- 0001-8392 (ISSN-L)
- OpenAlex
- W2016294741
- Cited by
- 1,346
- References
- 1
- FWCI
- 34.71
- Type
- journal article
- Language
- en
- Open access
- closed
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- Snow, C. C., & Hrebiniak, L. G. (1980). Strategy, Distinctive Competence, and Organizational Performance. Administrative Science Quarterly. https://doi.org/10.2307/2392457
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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.
