This study examined relationships between firm performance, the degree of aggressiveness a firm exhibits in its competitive orientation, and the environmental dimensions of technological sophistication and hostility. Subgroup (correlation) analysis was used to analyze data collected from 143 small manufacturing-based firms. The findings suggest that high-performing firms often exhibit an aggressive competitive orientation when faced with environmental hostility, while low-performing firms tend to be more passive when operating in hostile environments. No overall difference was observed in the correlations between competitive aggressiveness and environmental technological sophistication for the high- and low-performing subgroups. However, younger firms generally performed better when they were not highly aggressive in technologically sophisticated environments.

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Individuals who have participated in large-scale change programs were asked to identify issues that have a highly positive impact or a highly negative impact on the change process. Managers, researchers, internal consultants, and external consultants listed over 900 issues that they believe have an impact on the ultimate success of large-scale change programs. Content analysis was utilized to group responses into meaningful categories. These categories of issues as well as differences in the responses of the four groups of individuals surveyed are discussed. The research provides an overview of key issues for consideration in the management of large-scale change efforts.

This article explores post-acquisition attitudes and behaviors and the impact of merger satisfaction on attitudinal and behavioral outcome variables. The sample for the study comprises 2,845 employees in one division of a large manufacturing company. Results show significant differences in merger satisfaction both within and between acquiring firm and acquired firm employees. Level of individual satisfaction with a merger was also found to be strongly associated with several key attitudinal and demographic variables, including satisfaction with supervision, satisfaction with career future and company identification, communication with top management, agreement with the acquiring company's mission statement, turnover intent, and union status.

This article summarizes findings from an exploratory investigation of factors related to preference for employment in family‐owned firms. The sample for the study consists of undergraduate and graduate students enrolled in business management classes. Discriminant analysis was used to identify life history and job characteristic variables that distinguish between groups of individuals who expressed a high and low preference for working in a family‐owned firm. Additional findings from the study are summarized, and implications for the management of family firms are discussed.