Strategy-making and environment: The third link

Whereas much is known about the relationships between strategy and structure, and between environment and structure, too little is known about a third link-the relationship between strategy-making and environment. An empirical study was conducted upon two distinct samples of firms. We hypothesized t...

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Bibliographic Details
Published in:Strategic management journal 1983-07, Vol.4 (3), p.221-235
Main Authors: Miller, Danny, Friesen, Peter H.
Format: Article
Language:English
Subjects:
Business innovation
Business structures
Competition
Corporate strategies
Correlations
Decision making
Economic competition
Effects
Environment
Hostility
Market strategy
Organizational change
Organizational structure
Product innovation
Sales growth
Service industries
Statistical analysis
Strategic planning
Studies
Technological innovation
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Summary:Whereas much is known about the relationships between strategy and structure, and between environment and structure, too little is known about a third link-the relationship between strategy-making and environment. An empirical study was conducted upon two distinct samples of firms. We hypothesized that increases in environmental dynamism, hostility and heterogeneity should be related to specific changes in the amount of analysis and innovation which characterizes strategy-making activity. Most of these relationships tended to be much stronger in successful than in unsuccessful samples of firms.
ISSN:0143-2095
1097-0266
DOI:10.1002/smj.4250040304