Environment-strategy coalignment: an empirical test of its performance implications

Article Abstract:

The Profit Impact Marketing Strategy research data base, which contains information on strategic, environmental, and performance variables for more than 2000 strategic business units, was used to conduct a two-phase analysis over two time periods to determine whether the fit, or coalignment, of strategy and environment of a business is a crucial element of strategic management. The analysis examined eight individual business environments. Research results indicate strong support for the hypothesis that there is a positive performance impact of strategy-environment coalignment.

Management, Business planning, Corporate culture, Organizational behavior

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The market share-profitability relationship: an empirical assessment of major assertions and contradictions

Article Abstract:

The nature of the relationship between market share and business profitability is examined. A path analysis is used to examine the relationship across a taxonomy of homogeneous environments. The results of the study indicate that the relationship between market share and profitability is context-specific, that both direct and spurious relationships between market share and profitability exist, and that the validity of market share as a predictor of profitability is context specific.

Return on investment, Market share, Rate of return

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A project-based approach to competitive analysis

Article Abstract:

A project based framework for competitive analysis is proposed. The model was drawn from research conducted on 16 projects. Project-based and comprehensive competitive analysis systems are compared. A case study drawn from the field research is used to illustrate the concepts of project-based competitive analysis. Guidelines for using project-based competitive analysis are discussed.

Decision-making, Decision making, Industrial project management, Project management, Competition (Economics)

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