The performance impact of strategy - manager coalignment: An empirical examination
This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results...
Gespeichert in:
| Veröffentlicht in: | Strategic management journal 1991-10, Vol.12 (7), p.509-522 |
|---|---|
| Hauptverfasser: | , , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 522 |
|---|---|
| container_issue | 7 |
| container_start_page | 509 |
| container_title | Strategic management journal |
| container_volume | 12 |
| creator | Thomas, Anisya S. Litschert, Robert J. Ramaswamy, Kannan |
| description | This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes. |
| doi_str_mv | 10.1002/smj.4250120704 |
| format | Article |
| fullrecord | <record><control><sourceid>jstor_proqu</sourceid><recordid>TN_cdi_proquest_journals_231125133</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><jstor_id>2486523</jstor_id><sourcerecordid>2486523</sourcerecordid><originalsourceid>FETCH-LOGICAL-c5254-b59102afcc5dc347113ce2222b40d38aabf566ed8d4e10e898d711d45aa9267a3</originalsourceid><addsrcrecordid>eNqFkUtvEzEUhS0EEqGwZcXCAraTXr9mbHZVRUvbFCQIQmJj3Xg8wSHzqD0Vzb-vq6lSdQF4Y0vnO-fK9xDymsGcAfDD1G7mkitgHCqQT8iMgakK4GX5lMyASVFwMOo5eZHSBiA_jZmRr8tfng4-Nn1ssXOehnZAN9K-oWmMOPr1jhY0S7j2kboet2Hdtb4bP9Cjjvp2CDE43FJ_g23ocAx995I8a3Cb_Kv7-4B8P_m4PP5ULL6cnh0fLQqnuJLFShkGHBvnVO2ErBgTzvN8VhJqoRFXjSpLX-taegZeG11nppYK0fCyQnFA3k65Q-yvrn0a7aa_jl0eablgjCsmxD8hLk0FGiBD7_4GMQGq0kwLman5RLnYpxR9Y4cYWow7y8DeNWBzA_ahgWx4fx-LKe-oiXnBIe1dSops0hkzE_YnbP3uP6H22-X5oxFvJu8mjX3ce7nUpeJ3vy8mOaTR3-xljL9tWYlK2R-fT-2Sn1_-XFQn9kLcAn6DrPU</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>224970800</pqid></control><display><type>article</type><title>The performance impact of strategy - manager coalignment: An empirical examination</title><source>Periodicals Index Online</source><source>Jstor Complete Legacy</source><creator>Thomas, Anisya S. ; Litschert, Robert J. ; Ramaswamy, Kannan</creator><creatorcontrib>Thomas, Anisya S. ; Litschert, Robert J. ; Ramaswamy, Kannan</creatorcontrib><description>This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.</description><identifier>ISSN: 0143-2095</identifier><identifier>EISSN: 1097-0266</identifier><identifier>DOI: 10.1002/smj.4250120704</identifier><identifier>CODEN: SMAJD8</identifier><language>eng</language><publisher>Chichester: John Wiley & Sons, Ltd</publisher><subject>Applied sciences ; Business innovation ; Business structures ; Chief executive officers ; coalignment ; Computer science; control theory; systems ; Corporate strategies ; Diversification ; Exact sciences and technology ; Executives ; Industrial market ; Leadership ; Management science ; Managers ; Market share ; Marketing ; Miles and Snow ; Organization theory ; Perceptions ; Prospecting ; Software ; Statistical analysis ; Strategic management ; Strategic planning ; strategy performance and top management ; Studies ; Upper management</subject><ispartof>Strategic management journal, 1991-10, Vol.12 (7), p.509-522</ispartof><rights>Copyright 1991 John Wiley and Sons Limited</rights><rights>Copyright © 1991 John Wiley & Sons, Ltd.</rights><rights>1992 INIST-CNRS</rights><rights>Copyright Wiley Periodicals Inc. Oct 1991</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c5254-b59102afcc5dc347113ce2222b40d38aabf566ed8d4e10e898d711d45aa9267a3</citedby><cites>FETCH-LOGICAL-c5254-b59102afcc5dc347113ce2222b40d38aabf566ed8d4e10e898d711d45aa9267a3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/2486523$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/2486523$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,780,784,803,27869,27924,27925,58017,58250</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=5430028$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Thomas, Anisya S.</creatorcontrib><creatorcontrib>Litschert, Robert J.</creatorcontrib><creatorcontrib>Ramaswamy, Kannan</creatorcontrib><title>The performance impact of strategy - manager coalignment: An empirical examination</title><title>Strategic management journal</title><addtitle>Strat. Mgmt. J</addtitle><description>This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.</description><subject>Applied sciences</subject><subject>Business innovation</subject><subject>Business structures</subject><subject>Chief executive officers</subject><subject>coalignment</subject><subject>Computer science; control theory; systems</subject><subject>Corporate strategies</subject><subject>Diversification</subject><subject>Exact sciences and technology</subject><subject>Executives</subject><subject>Industrial market</subject><subject>Leadership</subject><subject>Management science</subject><subject>Managers</subject><subject>Market share</subject><subject>Marketing</subject><subject>Miles and Snow</subject><subject>Organization theory</subject><subject>Perceptions</subject><subject>Prospecting</subject><subject>Software</subject><subject>Statistical analysis</subject><subject>Strategic management</subject><subject>Strategic planning</subject><subject>strategy performance and top management</subject><subject>Studies</subject><subject>Upper management</subject><issn>0143-2095</issn><issn>1097-0266</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1991</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNqFkUtvEzEUhS0EEqGwZcXCAraTXr9mbHZVRUvbFCQIQmJj3Xg8wSHzqD0Vzb-vq6lSdQF4Y0vnO-fK9xDymsGcAfDD1G7mkitgHCqQT8iMgakK4GX5lMyASVFwMOo5eZHSBiA_jZmRr8tfng4-Nn1ssXOehnZAN9K-oWmMOPr1jhY0S7j2kboet2Hdtb4bP9Cjjvp2CDE43FJ_g23ocAx995I8a3Cb_Kv7-4B8P_m4PP5ULL6cnh0fLQqnuJLFShkGHBvnVO2ErBgTzvN8VhJqoRFXjSpLX-taegZeG11nppYK0fCyQnFA3k65Q-yvrn0a7aa_jl0eablgjCsmxD8hLk0FGiBD7_4GMQGq0kwLman5RLnYpxR9Y4cYWow7y8DeNWBzA_ahgWx4fx-LKe-oiXnBIe1dSops0hkzE_YnbP3uP6H22-X5oxFvJu8mjX3ce7nUpeJ3vy8mOaTR3-xljL9tWYlK2R-fT-2Sn1_-XFQn9kLcAn6DrPU</recordid><startdate>199110</startdate><enddate>199110</enddate><creator>Thomas, Anisya S.</creator><creator>Litschert, Robert J.</creator><creator>Ramaswamy, Kannan</creator><general>John Wiley & Sons, Ltd</general><general>John Wiley and Sons</general><general>Wiley</general><general>John Wiley</general><general>Wiley Periodicals Inc</general><scope>BSCLL</scope><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>HNJIA</scope><scope>IBDFT</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7XB</scope><scope>87Z</scope><scope>88C</scope><scope>88K</scope><scope>8A3</scope><scope>8BJ</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FQK</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>JBE</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0C</scope><scope>M0T</scope><scope>M2T</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope><scope>M0A</scope><scope>PRINS</scope><scope>PYYUZ</scope></search><sort><creationdate>199110</creationdate><title>The performance impact of strategy - manager coalignment: An empirical examination</title><author>Thomas, Anisya S. ; Litschert, Robert J. ; Ramaswamy, Kannan</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c5254-b59102afcc5dc347113ce2222b40d38aabf566ed8d4e10e898d711d45aa9267a3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1991</creationdate><topic>Applied sciences</topic><topic>Business innovation</topic><topic>Business structures</topic><topic>Chief executive officers</topic><topic>coalignment</topic><topic>Computer science; control theory; systems</topic><topic>Corporate strategies</topic><topic>Diversification</topic><topic>Exact sciences and technology</topic><topic>Executives</topic><topic>Industrial market</topic><topic>Leadership</topic><topic>Management science</topic><topic>Managers</topic><topic>Market share</topic><topic>Marketing</topic><topic>Miles and Snow</topic><topic>Organization theory</topic><topic>Perceptions</topic><topic>Prospecting</topic><topic>Software</topic><topic>Statistical analysis</topic><topic>Strategic management</topic><topic>Strategic planning</topic><topic>strategy performance and top management</topic><topic>Studies</topic><topic>Upper management</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Thomas, Anisya S.</creatorcontrib><creatorcontrib>Litschert, Robert J.</creatorcontrib><creatorcontrib>Ramaswamy, Kannan</creatorcontrib><collection>Istex</collection><collection>Pascal-Francis</collection><collection>CrossRef</collection><collection>Periodicals Index Online Segment 20</collection><collection>Periodicals Index Online Segment 27</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Healthcare Administration Database (Alumni)</collection><collection>Telecommunications (Alumni Edition)</collection><collection>Entrepreneurship Database (Alumni Edition)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>International Bibliography of the Social Sciences</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>Telecommunications Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><collection>ABI/INFORM Archive</collection><collection>ProQuest Central China</collection><collection>ABI/INFORM Collection China</collection><jtitle>Strategic management journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Thomas, Anisya S.</au><au>Litschert, Robert J.</au><au>Ramaswamy, Kannan</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>The performance impact of strategy - manager coalignment: An empirical examination</atitle><jtitle>Strategic management journal</jtitle><addtitle>Strat. Mgmt. J</addtitle><date>1991-10</date><risdate>1991</risdate><volume>12</volume><issue>7</issue><spage>509</spage><epage>522</epage><pages>509-522</pages><issn>0143-2095</issn><eissn>1097-0266</eissn><coden>SMAJD8</coden><abstract>This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.</abstract><cop>Chichester</cop><pub>John Wiley & Sons, Ltd</pub><doi>10.1002/smj.4250120704</doi><tpages>14</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0143-2095 |
| ispartof | Strategic management journal, 1991-10, Vol.12 (7), p.509-522 |
| issn | 0143-2095 1097-0266 |
| language | eng |
| recordid | cdi_proquest_journals_231125133 |
| source | Periodicals Index Online; Jstor Complete Legacy |
| subjects | Applied sciences Business innovation Business structures Chief executive officers coalignment Computer science control theory systems Corporate strategies Diversification Exact sciences and technology Executives Industrial market Leadership Management science Managers Market share Marketing Miles and Snow Organization theory Perceptions Prospecting Software Statistical analysis Strategic management Strategic planning strategy performance and top management Studies Upper management |
| title | The performance impact of strategy - manager coalignment: An empirical examination |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-07T07%3A18%3A19IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-jstor_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=The%20performance%20impact%20of%20strategy%20-%20manager%20coalignment:%20An%20empirical%20examination&rft.jtitle=Strategic%20management%20journal&rft.au=Thomas,%20Anisya%20S.&rft.date=1991-10&rft.volume=12&rft.issue=7&rft.spage=509&rft.epage=522&rft.pages=509-522&rft.issn=0143-2095&rft.eissn=1097-0266&rft.coden=SMAJD8&rft_id=info:doi/10.1002/smj.4250120704&rft_dat=%3Cjstor_proqu%3E2486523%3C/jstor_proqu%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=224970800&rft_id=info:pmid/&rft_jstor_id=2486523&rfr_iscdi=true |