Strategy, structure, and performance of U.S. manufacturing and service MNCs: A comparative analysis

Mohammed M. Habib · Bart Irwin Victor

209 citations0/0 files storedStrategic Management Journal

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International Business and FDI Innovation and Knowledge Management Organizational Management and Leadership

Abstract

Abstract This study analyzes the strategy‐structure fit and its effect on the economic performance of 144 U.S. manufacturing and service multinational corporations (MNCs). The results indicate that MNCs, irrespective of being services or manufacturing, choose their organization structure consistent with the theoretical fit prescription for the kind of strategy they are pursuing. However, the strategy‐structure fit had no effect on service MNC economic performance. With manufacturing MNCs, mixed results regarding the fit‐performance linkage were found. Based on the findings, implications and directions for future research are suggested.

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References

1978Organizational Strategy, Structure, and Process 1967Organization and environment 1978Information Processing as an Integrating Concept in Organizational Design 1989The Concept of Fit in Strategy Research: Toward Verbal and Statistical Correspondence 2018The Concept of Fit in Strategy Research: Towards Verbal and Statistical Correspondence 1988Communication and Control Processes in the Delivery of Service Quality 1975Strategy, structure, and economic performance 1997Strategy and Structure

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