Shifting gears: enabling change in corporate aggressiveness

Article Abstract:

A survey sample of eight years of data from 352 companies in ten economic sectors between 1977 and 1984 was examined to determine how aggressiveness complements corporate strategy and diversification efforts within firms. Study hypotheses suggest that alterations in aggressiveness come about because of inhibitors that create inertia and inductors that encourage redeployment. Research findings indicate support for the perception that prior performance and sector changes have an impact on the likelihood of firms' changing their corporate aggressiveness tactics. Research findings reveal that alterations in corporate posture are significantly inhibited by prior resource deployments and size, but prior performance and volatility encourage change.

Management, Corporations, Aggressiveness (Psychology)

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Measuring and modelling changes in strategy: theoretical foundations and empirical directions

Article Abstract:

Empirical studies of changes in strategy have not offered general managers a system of tested theories because of their use of unclear definitions and poor methodologies. A framework for modeling and assessing changes in strategy in order to direct and evaluate future research is described. A representative sample of empirical studies are reviewed with an emphasis on how they conceptualize and model changes in strategy, and an examination of their methods of observation and analysis.

Decision-making, Models, Decision making, Planning

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Configurations of strategy and structure: towards a synthesis

Article Abstract:

Existing studies on the relationship between strategy and structure tend to oversimplify matters by overemphasizing diversification. A new approach to examining the relationships between strategy and structure is developed. Functional connections between complex strategic and structural configurations are proposed.

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