Strategy, Beliefs about the Environment, and Performance in a Banking Simulation

Sandra A. Waddock · Lynn A. Isabella

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Management and Organizational Studies Team Dynamics and Performance Organizational Management and Leadership

Abstract

This study examined the relationship of strategy and beliefs about the environment to performance outcomes. By means of an assetlliability simulation game, the performance of 64 "banks" was monitored and data were collected on strategic decisions and environmental assessments. Results indicate that systematic differences in performance emerged most sharply when beliefs about the environment differed rather than as a result of differences in strategies.

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1985Competitive Advantage: Creating and Sustaining Superior Performance 1984Research in Organizational Behavior 1985Competitive advantage, creating and sustaining superior performance 1978Organizational Strategy, Structure, and Process 1994The Management of Innovation 1967Organization and environment 1984Toward a Model of Organizations as Interpretation Systems 1978The External Control of Organizations.

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