Organizational Configurations and Performance: A Meta-Analysis.

Ketchen, David J.; Combs, James G.; Russell, Craig J.; Shook, Chris; Dean, Michelle A.; Runge, Janet; Lohrke, Franz T.; Naumann, Stefanie E.; Haptonstahl, Dawn Ebe; Baker, R. S.; Beckstein, Brenden A.; Handler, Charles A.; Honig, Heather; Lamoureux, Stephen

doi:10.2307/257028

Cited by 233 publications

(85 citation statements)

References 58 publications

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“…These four pillars underlying strategic group theory have received unbalanced support. Indeed, while intra‐industry heterogeneity in terms of corporate‐level and business‐level strategies, presence of mobility barriers surrounding strategic groups, and asymmetry of barriers across groups have gathered a quasi‐unanimous theoretical and empirical support (see Ketchen et al., 1997; McGee and Thomas, 1986, for a review; and Barney and Hoskisson, 1990 for a critique), empirical validation of the Caves–Porter hypothesis has been inconsistent. On the one hand, several studies have provided empirical support for this hypothesis.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Athanassopoulos, 2003; Leask and Parker, 2007; Nair and Kotha, 2001; Short et al., 2007) to only a small or non‐significant effect (e.g. Cool and Schendel, 1988; McNamara et al., 2003), along with some studies suggesting that the extent of the effect is sensitive to research methodology (Fiegenbaum et al., 1990; Fuente‐Sabaté et al., 2007; Ketchen et al., 1997). Empirical support for the effect of multimarket competition on mutual forbearance has been also mixed.…”

Section: Introductionmentioning

confidence: 95%

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Multimarket Competition, Mobility Barriers, and Firm Performance

Guedri

McGuire

2011

J Management Studies

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This study develops and tests a theoretical framework which suggests interactive dynamics, with strong performance implications, between the height of mobility barriers surrounding strategic groups and the extent of within-group multimarket competition. Empirical analysis drawn from a longitudinal sample of pharmaceutical firms indicates that within-group multimarket competition has strong positive effect on firm performance for strategic groups surrounded by high mobility barriers. As we move lower on the mobility barriers hierarchy, this effect decreases, becoming non-significant for groups surrounded by moderate mobility barriers and negative for groups surrounded by low mobility barriers. These findings highlight the conditions under which mobility barriers and multimarket competition have significant performance implications. In addition, our results suggest that mobility barriers and multimarket competition are not substitutive but complementary devices promoting mutual coordination within strategic groups. Finally, our findings point to the need to consider multimarket contacts as an aggregate property of strategic groups.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 95%

Multimarket Competition, Mobility Barriers, and Firm Performance

Guedri

McGuire

2011

J Management Studies

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“…Researchers in the field of strategic management have long been interested in how certain strategic stances, such as a high strategic orientation or a high entrepreneurial orientation [11][12][13], are related to organizational performance, whether organizations can be classified into distinct (deductively or inductively derived) strategic groups, and how performance differs across these groups. Research investigating deductively derived groups has recognized various choices in strategic typology, leading to calls for further research into existing typologies [14]. As recognized by Ginn [15], the majority of researchers have applied the typologies of Porter [10] and Miles and Snow [16].…”

Section: Introductionmentioning

confidence: 99%

Extending Miles & Snow's strategy choice typology to the German hospital sector

Helmig

Hinz²,

Ingerfurth

2014

Health Policy

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“…Organizational configuration refers to "any multidimensional constellation of conceptually distinct characteristics that commonly occur together" (Meyer, Tsui, & Hinings, 1993, p. 1175. Configura-tion approaches focus on the realized pattern of multiple variables, how these variables interact over time, and how the pattern relates to various organizational outcomes (Delery & Doty, 1996;Ketchen et al, 1997). The configuration literature is grounded in structural contingency theory (Meyer et al, 1993).…”

Section: Introductionmentioning

confidence: 99%

Strategic HRM in China: Configurations and competitive advantage

Chow

Huang

Liu

2008

Human Resource Management

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The strategic HR literature suggests that a firm will perform better through internal appropriate fit among HRM practices (the configuration fit) and through external appropriate fit between a firm's HRM practices and business strategy. The present study adopts a configuration approach to identify unique patterns of HR practices and business strategy that are posited to be maximally effective. The proposed relationships were empirically tested by surveying with a sample of 241 business firms in Guangzhou, South China, to find out the extent that four HR configurations could be successfully adopted in the Chinese context. The results revealed that HR configurations are significantly related to effect in predicting overall outcome performance and turnover, but not significantly related to effect on sales growth and profit growth rates. Research findings showed not only competitive strategies are significantly related to effect on HR configurations. The results also showed significant interaction effects between HR configurations and business strategy in their effect on profit and sales growth. These results further extended support for a contingency perspective in strategic HRM to the Chinese context, with significant practical implications for managing HRM in China. © 2008 Wiley Periodicals, Inc.

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Organizational Configurations and Performance: A Meta-Analysis.

Cited by 233 publications

References 58 publications

Multimarket Competition, Mobility Barriers, and Firm Performance

Multimarket Competition, Mobility Barriers, and Firm Performance

Extending Miles & Snow's strategy choice typology to the German hospital sector

Strategic HRM in China: Configurations and competitive advantage

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