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| Author: | Slevin, D. P. Covin, J. G. |
| Title: | Strategy formation patterns, performance , and the significance of context |
| Journal: | Journal of Management
1997 : VOL. 23:2, p. 189-209 |
| Index terms: | ORGANIZATIONAL STRUCTURE STRATEGY SALES GROWTH ORGANIZATIONAL PERFORMANCE |
| Language: | eng |
| Abstract: | This article describes a study of the moderating effects of two contextual variables on the relationship between particular strategy formation patterns and firm performance measured in terms of sales growth. The variables hypothesized to moderate this relationship are the firm's organization structure and the hostility level of the external environment. The article argues that planned strategies are most positively related to sales growth among firms with mechanistic structures whereas emergent strategies are most positively related to sales growth among firms with more organic structures. It also argues that planned strategies are most positively related to sales growth among firms operating in hostile environments whereas emergent strategies are most positively related to sales growth among firms in more benign environments. |
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