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c Summary Using the PIMS SPIYR data base, which pools cross-section and timeseries data, an empirical study to identlfy business strategy types was undertaken. Using a two-stage methodological approach combining principal component and cluster analysis on both a consumer products and an industrial products data base, two sets of strategy typologies filere identifed. Six strategy types were ident$edfor consumer products: ( 1 ) harvest, ( 2 ) builder, (3) cashout, ( 4 ) niche or specialization, ( 5 ) climber, and ( 6 ) continuity. For industrial products, four strategy types were identijied: ( I ) low commitment, (2)growth, (3) maintenance, and ( 4 ) niche or specialization. A discussion of the characteristics of each strategy type is offered.Several of the typologies developed by researchers also include strategies at the corporate level, i.e. diversification. We have screened the different strategy typologies and reported only those that relate directly to business level strategic behaviour.The marketing literature has also suggested typologies of marketing strategy behaviour, which were not reported here. Kotler (1965), for example, suggested nine possible market strategies, some of which have analogies in the typologies reported in the strategic management literature. Also, typologies which attempt to classify different patterns of organizational behaviour, i.e. Miles and Snow's (1978) typology of defender, reactor, analyser, and prospector, have been excluded. In general these typologies integrate the range of relationships between 'strategy, structure, and process' (Miles and Snow, 1978: 30) rather thanconcentrating on patterns of strategy, which is the focus of this study.

Indigenous populations throughout the world suffer from chronic poverty, lower education levels, and poor health. The 'second wave' of indigenous development, after direct economic assistance from outside, lies in indigenous efforts to rebuild their 'nations' and improve their lot through entrepreneurial enterprise. This paper suggests that there is a distinguishable kind of activity appropriately called 'indigenous entrepreneurship'.We begin by defining the indigenous population and noting some general facts about their numbers and distribution. In an effort to discern the potential for development on indigenous peoples' own terms, we then explore three frameworks for understanding efforts at development, including indigenous development: modernisation theory, dependency theory and (at somewhat greater length) regulation theory. After distinguishing 'indigenous' from 'ethnic' entrepreneurship, we conclude by identifying a number of lead questions that present themselves at the outset of an enquiry into the nature of indigenous entrepreneurship.

i S \ In this paper we examine the impact various compensation programs have upon businesslevel strategy for technology-intensive firms. Similarly, we examine the effect of centralization of R&D and non-R&D decision-making, formality of procedures, and SBU size on competitive strategy. Analysis of data from 79 SBUs suggest that there is a resource tradeoff between marketing-oriented strategies and R& D-oriented strategies, and that managers who operate under certain types of compensation programs will tend to favor R& Dlinnovation strategies and capital investment over other alternatives. Structure and competitive position also appear to play a significant role in determining technology and investment strategy.

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