Further evidence on the validity of the self typing paragraph approach: Miles and snow strategic archetypes in banking

James, William L.; Hatten, Kenneth J.

doi:10.1002/smj.4250160206

Cited by 190 publications

(171 citation statements)

References 17 publications

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“…This level of agreement led the researchers to be reasonably confident in CEO responses. Moreover, recent validation of 'paragraph strategy typing' in the banking industry specifically supports the use of this technique within the Miles and Snow framework (James and Hatten, 1995 CEOs from 252 banks responded (27%) to the 1993 survey and 157 of these were classified as either Prospectors or Defenders and were therefore useful for this study. (Although we had 78 Analyzers and 17 Reactors respond, we chose to examine the two strategy types anticipated to be the most different.)…”

Section: Methodology Sample and Datamentioning

confidence: 99%

Using information-processing theory to understand planning/performance relationships in the context of strategy

Rogers¹,

Miller²,

Judge³

1999

Strat. Mgmt. J.

120

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Section: Methodology Sample and Datamentioning

confidence: 99%

Using information-processing theory to understand planning/performance relationships in the context of strategy

Rogers¹,

Miller²,

Judge³

1999

Strat. Mgmt. J.

120

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“…It groups organizations into defender ([cost]-efficiency strategy), prospector (innovation strategy), analyzer (balance between [cost]-efficiency and innovation strategy), and reactor (failing or lack of strategy). The typology was measured using the extensively validated self-typing paragraph approach (see, for example, James & Hatten, 1995;Shortell & Zajac, 1990) adapted from Peck (1994). Respondents were asked to identify which hypothetical organization best represented their own organization now and two years ago, and their expectation for their organization two years from now.…”

Section: Methodsmentioning

confidence: 99%

Exploring supportive and developmental career management through business strategies and coaching

Segers

Inceoglu²

2012

Human Resource Management

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The shift toward individualistic career management requires a supportive and developmental career approach. Using coaching practices as a manifestation of such an approach, this study reports on coaching and other career practices that are part of supportive and developmental career management in a Belgium sample (n = 154). Three other types of career management were identified as well. Supportive and developmental career management was most present in organizations that had a past or current prospector strategy, and was the least present in past or current defenders. The type of business strategy organizations indicated to pursue in the future did not have an influence on the type of career management they currently had. © 2012 Wiley Periodicals, Inc

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“…In the strategic management literature researchers often have relied on top management's assessment of firm strategy. For example, James and Hatten (1995) demonstrated convergent validity using perceptual and archival measure of strategic orientations thus supporting the use of perceptual data.…”

Section: Measurement Of a Firm's Strategymentioning

confidence: 63%

The impact of resource‐strategy correspondence on marketing performance—financial performance tradeoffs

Furrer

Alexandre

Sudharshan

2007

Journal of Strategic Marketing

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We suggest that the relationships between strategy and financial performance and between strategy and marketing performance depend on the resource bundle and strategy of a firm. The better the correspondence between strategy and resource bundle, the better the performance. We empirically test and find support for this explanation. By building empirically calibrated models of the marketing and financial performance, we are able to show that, indeed, the optimum strategies for the two are not the same and more importantly that the difference varies depending on the resource bundle of a firm.KEYWORDS: Resource-based theory; strategy; coherence; performance; tradeoffs INTRODUCTIONAs one considers a firm's success, it is tempting to assume that marketing success is highly correlated to financial success. Further consideration would lead to the question of what is the relationship between the success of a brand or a product in the market place and that of firm's shareholder returns. In more general terms the question may be posed as one of providing a parsimonious explanation for the differences between the two: Traditionally, marketing activities focus on success in the product marketplace. Increasingly, however, top management requires that marketing view its ultimate purpose as contributing to the enhancement of shareholder returns (Day and Fahey, 1988). This change has led to the recognition that the relationship between marketing and finance must be managed systematically; no longer can marketers afford to rely on the traditional assumption that positive product-market results will translate automatically into the best financial results. (Srivastava, Shervani and Fahey, 1998, p. 2) The above quotation and the extant literature suggest that the traditional assumption that positive product-market results will translate automatically into the best financial results is not true. We propose a resource-strategy correspondence explanation to understand the differences in discrepancy between the two performance measures across firms in an industry.Our paper is set in the literature streams in marketing strategy and strategic management that examine the relationships between resources, strategies, competitive advantage and performance. If early studies have investigated the relationships between market share and profitability (e.g., Buzzell and Gale, 1987), over the last decade, the identification of the relationship between strategy, resources, and competitive advantage has become particularly important in the development of marketing strategy thought and practice (e.g., Bharadwaj, Varadarajan and Fahy, 1993;Capron and Hulland, 1999;Day and Van den Bulte, 2002;Day and Wensley, 1988;Dickson, 1996; Morgan, 1995, 1996;Srivastava, Fahey and Christensen, 2001;Srivastava et al., 1998). Indeed, the primary focus of this stream of the marketing strategy literature has been on identifying sources of competitive advantage, debating over the merits of various performance objectives for assessing competitive strength, and address...

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Further evidence on the validity of the self typing paragraph approach: Miles and snow strategic archetypes in banking

Cited by 190 publications

References 17 publications

Using information-processing theory to understand planning/performance relationships in the context of strategy

Using information-processing theory to understand planning/performance relationships in the context of strategy

Exploring supportive and developmental career management through business strategies and coaching

The impact of resource‐strategy correspondence on marketing performance—financial performance tradeoffs

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