Firm and industry effects within strategic management: an empirical examination

Article Abstract:

A study was conducted to examine the interrelatedness between resource-based view and industrial organization schools within strategic management through an empirical analysis of firm and industry effects. The firm and industry effects on core strategies and performance were determined through a sample of non-diversified firms over five to 15-year periods. Resources were termed as core resources and categorized as financial, physical, human, organizational, and technological. Combined with unique strategies, these resources promote mechanisms that protect the competitive positions of firms against imitation. Results showed the influence of firm effects on performance but not on technology and marketing strategies, and supported the complementarity between resource-based and industrial organizations perspectives.

Management Dynamics NEC, Management techniques, Industrial organization

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Strategic planning-financial performance relationships in banks: a causal examination

Article Abstract:

A bank's financial performance can be directly affected in a positive manner by the depth of its commitment to strategic planning. Indeed, the financial success of banks and related financial services companies can depend heavily on strong involvement in strategic planning. The extent to which banks are involved in strategic planning is mainly a function of managerial factors. Managers who have the ability to be involved in strategic planning are likely to focus on this function more heavily than those who do not.

Banking industry

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Curvilinearity in the diversification-performance linkage: an examination of over three decades of research

Article Abstract:

The authors examine the linkage in strategic management studies between diversification and performance. Theoretical models, methodology, and the research results are included.

Study and teaching, Diversification in industry, Industrial diversification

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