Entrepreneurial strategy making and firm performance: tests of contingency and configurational models

Article Abstract:

Managerial theorists argue that an entrepreneurial approach to strategy making may be critical for the success of any business enterprise to actively respond to pressures brought about by environmental complexities. A two-phase study therefore investigated the association between entrepreneurial strategy making and performance in organizations. The first part of the analysis evaluated strategy making processes, the dimensions involved therein and the independence of the entrepreneurial strategy making construct. The second part of the investigation analyzed the key relationships between entrepreneurial strategy making, other organizational level constructs and organizational performance of 32 companies across a variety of industries. Findings suggest that future research should explore the processes by which entrepreneurial behavior enhances a firm's competitive position/performance.

Business Methods, Planning, Business enterprises, Business planning, Entrepreneurship

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Consensus on strategy formulation and organizational performance: competitors in a fragmented industry

Article Abstract:

The relationship between management consensus on objectives and organizational performance is examined. Data was drawn from 19 firms in the highly-fragmented paints and allied products industry. The study hypothesized that intense competition and low profit margins in an industry would create a need for consensus on both company objectives and competitive methods. The results suggest that consensus on either methods or objectives has a strong positive relationship to performance.

Paints and allied products, Management, Paint industry

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Strategy formulation processes: differences in perceptions of strength and weaknesses indicators and environmental uncertainty by managerial level

Article Abstract:

Managers' perceptions of a firm's strengths and weaknesses vary by managerial level. The cognitive schemes and biases of the individuals contribute to these differences. These differences may in turn cause systematic errors in the managerial decision-making process. The results of the study suggest that more research in this area is needed.

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