Matching managers to strategies: a review and suggested framework

Researchers and practicing managers interested in the field of strategic management recently have focused attention on the kinds of managers given responsibility for implementing chosen strategies. This interest in matching managers with strategies has led to the development of a number of models that describe those managerial characteristics - such as personality traits, skills, and behaviors - that might be best fitted for certain strategies. Some of the limitations of these models are examined, and a suggested framework for future research is offered. The purpose is twofold: 1. to outline a matching process that centers on important strategic job requirements and managerial skills and behaviors, and 2. to identify key matching contingencies that might significantly affect the selection process. A potentially important application of the proposed framework could lie in managerial succession, training, and development and the application of managerial assessment centers.