Strategic types, distinctive marketing competencies and organizational performance: A multiple measures‐based study

Abstract

A new, multi‐item scale for operationalizing Miles and Snow's (1978) strategic typology— defenders, prospectors, analyzers, and reactors—is proposed and field‐tested in this paper. Relatively pure strategic types, identified as those organizations classified similarly using both the newly developed, multi‐item scale and the traditionally employed paragraph approach, are used to analyze the relationship between strategic types, distinctive marketing competencies, and organizational performance. Results of analysis suggest that while the marketing competencies of prospector organizations are superior to those of analyzer, defender, and reactor organizations, all three stable archetypes perform equally well in terms of profitability and outperform reactors. The newly developed strategic types scale performs well and appears to possess significant managerial and research potential. It is theoretically anchored, easily administered, and possesses diagnostic value to both strategists and their organizations.

The adoption of agency business activity, product innovation, and performance in Chinese technology ventures

“…First, the informants were asked to indicate the level of knowledge and the extent of their involvement in making strategic decisions of their firms (Conant, Mokwa, and Varadarajan, 1990). The means of the level of knowledge and the extent of involvement were 7.18 and 7.09 respectively on a 9-point Likert scale, indicating that the informants were likely to be knowledgeable about the issues under study.…”

Innovation in public services: The case of Spanish local government

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