Strategy Formation Patterns, Performance, and the Significance of Context

Dennis P. Slevin · Jeffrey G. Covin

329 citations0/0 files storedJournal of Management

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Organizational Management and Leadership Innovation and Knowledge Management Management and Organizational Practices

Abstract

This paper describes a study of the effects of a company’s organization structure and environmental context on the relationship between that company’s dominant strategy formation pattern and its sales growth rate. Data collected, from 112 manufacturing firms operating in 78 industries were analyzed using moderated regression analysis. Results indicate that planned strategies are positively related to sales growth among firms with mechanistic structures and operating in hostile environments. Emergent strategies, on the other hand, are more positively related to sales growth among firms with organic structures and operating in benign environments. This paper concludes with a discussion of the implications and limitations of the research.

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References

1994The Management of Innovation 1989Strategic management of small firms in hostile and benign environments 1967Organization and environment 1985Of strategies, deliberate and emergent 1989The Structuring of Organizations 1987The Concept of Corporate Strategy 1984Dimensions of Organizational Task Environments 1989MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.

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