The performance impact of strategy-manager coalignment: an empirical examination

Article Abstract:

The characteristics of top management and strategic orientation are fitted into a theoretical model in which impact on organizational performance is assessed. The model provides a theoretical structure for combining prior developments in research, an extensive discussion of the method by which outcomes are influenced by a firm's corporate leaders as based on contingency theory, and a multivariate level that is more holistic and departs from the simplistic bivariate concepts.The Miles and Snow typology is used as a basis for evaluating the proposed model, of which the administrative factor is given substantial support based on an empirical assessment. The extent of alignment between top executive profiles and strategy directly determines the quality of the resulting performance. The study is limited to coalignment impacts at the business level.

Models, Planning, Executives, Organizational effectiveness, Strategic planning (Business)

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Dynamics of dyadic competitive interaction

Article Abstract:

Dyadic competitive relationships are characterized by idiosyncratic and asymmetric market microstructures. A dynamic study of competitive interactions between pairs of commuter airlines in California shows that such types of microstructures assist in explaining the reason why companies tend to exhibit varying degrees of attitude towards their competitors. Companies' rates of entry into and exit from each other's markets and the degree of multimarket contact in competitor dyads exhibit an inverted U-shaped relationship. The study also reveals that airlines rates of entry into and exit from each other's markets tend to be low when the level of multimarket contact is high enough for companies to acknowledge their mutual interdependence.

Scheduled Passenger Air Transportation, Air transportation, scheduled, Local Air Service, Analysis, Management, Management research, Regional airlines, Interorganizational relations, Local service airlines

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Organizational ownership, competitive intensity, and firm performance: an empirical study of the Indian manufacturing sector

Article Abstract:

A study of the Indian manufacturing sector determines that privately owned enterprises perform better than state-owned enterprises. Differences are more noticeable when competition within the industry is intense.

All Other Miscellaneous Manufacturing, India, Miscellaneous Manufactures, Manufacturing Misc, Statistical Data Included, Industry Overview, Manufacturing industry, Manufacturing industries, Economic aspects

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