THE RELATIONSHIP BETWEEN STRATEGY-STRUCTURE FIT AND FINANCIAL PERFORMANCE IN NEW ZEALAND: EVIDENCE OF GENERALITY AND VALIDITY WITH ENHANCED CONTROLS
There is a widely received thesis stemming from Chandler (1962) via Galbraith and Nathanson (1978) and others that there is a fit of business strategy and organizational structure that is consequential for performance. Recently, Donaldson (1987) offered an operational definition of the fit between s...
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Veröffentlicht in: | Journal of management studies 1992-01, Vol.29 (1), p.95-113 |
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Format: | Artikel |
Sprache: | eng |
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Zusammenfassung: | There is a widely received thesis stemming from Chandler (1962) via Galbraith and Nathanson (1978) and others that there is a fit of business strategy and organizational structure that is consequential for performance. Recently, Donaldson (1987) offered an operational definition of the fit between strategy and structure. This definition has been shown empirically to relate positively to the subsequent financial performance of companies. However, this demonstration has been for large US corporations. In order to ascertain whether this strategy-structure-fit-performance relationship holds in other countries, companies in New Zealand are examined. An empirical test of the generality of the strategy-structure-fit-performance thesis is provided using a contingency research framework as called for in Donaldson (1985). It is found that there is indeed considerable substance to the central notion that the congruence of strategy and structure is influential in terms of company financial performance. |
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ISSN: | 0022-2380 1467-6486 |
DOI: | 10.1111/j.1467-6486.1992.tb00654.x |