Environment, generic strategies, and performance in a rapidly developing country: a taxonomic approach

Article Abstract:

Multivariate analysis of 54 firms in the high-growth electronics industry in Korea showed that top management perceived multiple environments within the industry. The characteristics of the four strategic groups identified in this study were generally consistent with those of the generic strategies identified by Porter and by Miller, and the four environmental settings that emerged were classified primarily on the basis of two dimensions, technical dynamism and bargaining power. High performing cost leaders and high performing differentiators were found in different environments. Also, firms without a clearcut generic strategy performed less well than those using generic strategies. (Reprinted by permission of the publisher.)

Developing countries, Electronics industry, Korea, South

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A contingency approach to strategy implementation at the business-unit level: integrating administrative mechanisms with strategy

Article Abstract:

This study focused on what is perhaps the most critical aspect of strategy implementation in large, multibusiness organizations: recognizing that different business units within the same corporation often pursue different strategies and that the administrative mechanisms that corporate headquarters use to manage those businesses should differ. This study compared the results of bivariate and systems approaches to fit. Implications of the results for theory development and managerial practice are discussed. (Reprinted by permission of the publisher.)

Conglomerate corporations, Planning

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Effects of Crisis Orientation on Managers' Approach to Controversy in Decision Making

Article Abstract:

A crisis occurs when a serious threat is perceived, there is uncertainty about the outcome of responses, and a response must be initiated quickly. Managers in crisis show signs of closed-mindedness. Those managers who are confronted with a minor issue or challenge are more likely to have open discussions, even when they disagree with the subordinate.

Beliefs, opinions and attitudes, Supervisors

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