Uncertainty, Generic Strategy, Strategic Clarity, and Performance of Retail SMEs in Peru, Argentina, and the United States

John A. Parnell

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Business Strategies and Innovation Management and Organizational Practices Organizational Strategy and Culture

Abstract

This study examines the links among perceived environmental uncertainty, generic strategy, strategic clarity, and performance in small and medium-sized enterprises in the retail industry in Argentina, Peru, and the United States. Moderate support was found for links between the defender strategy and competitive uncertainty, the prospector strategy and technology uncertainty, and the analyzer strategy and market uncertainty. In all three nations, businesses with high and low strategic clarity—the extent to which a single generic strategy reflects the organization's strategic intent—outperformed those with moderate strategic clarity. Differences across nations are addressed, and future research opportunities are elaborated.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 1978Organizational Strategy, Structure, and Process 2003The dynamic resource‐based view: capability lifecycles 2001Shareholder value, stakeholder management, and social issues: what's the bottom line?2008On the Use, the Misuse, and the Very Limited Usefulness of Cronbach’s Alpha 1987Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty

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