Strategic Types Research Articles

Empirical Evidence of Organizational Knowledge From a Typological Perspective and Its Linkages With Performance

Empirical evidence on the role of individuals' and group tacit and explicit knowledge in driving performance, is clearly missing in organisational knowledge literature. To fill this gap, a survey of 504 Managerial, technical and administrative employees of organisations in the Nigerian telecommunications industry form the sample for this study. Based on the multiple regression analysis, the relationship between organisational knowledge and performance was established. The results indicate that managers should focus on group-tacit knowledge, individual-explicit knowledge and individual-tacit knowledge as the most strategic types of organisational knowledge for enhancing performance.

The timing of internationalization – Drivers and outcomes

Competing theories explain the timing of internationalization and its implications. In this study, we propose that the timing stems from complex combinations of drivers, and provide a typology of strategic types of internationalization in relation to these drivers: entrepreneurial, serendipitous, and strategic internationalization. We discuss how these strategic types affect the subsequent outcomes of internationalization. Strategic internationalizers choose markets and entry modes using economic rationale, often becoming multinational enterprises. Entrepreneurial internationalizers expand in ways that mirror entrepreneurial features, which may lead them to become multinationals, change business models, or continue expanding within their region. Serendipitous internationalizers may not be ready for international expansion, and may de-internationalize after an initial spurt, or continue a learning process and grow as exporters. We study the internationalization strategy of information technology exporters from Costa Rica.

Evolution of clinical trials for rheumatoid arthritis and spondyloarthritis.

The present review presents an overview of the evolution in trial design from mainly randomized placebo-controlled efficacy trials to more strategic clinical trials in rheumatoid arthritis and spondyloarthritis. Additionally, it relates to how these differently designed trials have affected clinical practice. Placebo-controlled clinical trials, comparing a new agent to placebo on a stable background, have resulted in the development of a wide array of therapeutic agents in rheumatoid arthritis and spondyloarthritis. However, these kind of trials do have some down sides as they do not provide evidence on the optimal strategy to use this multitude of treatments in daily clinical practice and the ethics concerning a placebo phase are often discussed. These and other concerns resulted in the emergence of various different types of trials in rheumatoid arthritis. A similar change of focus is now observed in spondyloarthritis clinical trials. We address literature on direct comparison ('head-to-head'), noninferiority trials, induction-maintenance, discontinuation, and treat-to-target/tight control clinical trials. In recent years various clinical trials have been published with a design different from placebo-controlled clinical trials. These novel trial designs aimed to provide guidance on the optimal way to use the full range of targeted treatments available and to make it possible, in some design, to leave out the placebo. In rheumatoid arthritis, some of these more strategic type of trials have had a large impact on common practice. In spondyloarthritis, the first steps toward trials with a more strategic design have been taken, and it stands to reason that more will follow.

Do telecom carrier takeovers create value? Longitudinal analysis of U.S. telecom carrier takeovers from 1996 to 2005

Takeovers by telecommunications carriers have surged during between 1996 and 2005, stimulated by the Telecommunications Act of 1996. In this study, we hypothesize and test the short-term and long-term performance of telecommunications carrier mergers and acquisitions (M&As) between 1996 and 2005 according to three main categories (strategic types, bidder characteristics, and payment methods). For short-term performance, this study investigates abnormal market returns of bidding firms after M&A announcements and our study shows that telecommunications carrier M&A announcements do result in a significant increase in shareholder wealth in the short run. However, from a long-term perspective, which has been investigated in terms of the survival rate and the operating performance after M&As, the telcos experience a statistically significant decrease of up to 10%. The results also show that though strategic type, bidder characteristics, and payment method play an important role in the value creation of M&As in the short term, only the bidder size matters in the success of M&As over a long period of time.

«Велика стратегія» у зовнішній політиці США.

This article has an object to descript Grand of White House. Grand is considered how relationship between both goals and means is calculated in face of potential international adversaries. The article is based on remembrances of president Barack Obama, monographs and articles of leading American analysts (R. Gilpin, C. Dueck, G. Kennan, Ch. Lane, J. Mearsheimer, S. Walt). The retrenchment and policy of deterrence as a defense strategy are described. of Regime / Rollback defined as a strategy for overthrowing a hostile government, and Strategy of Implication as an integration through which political liberalization is encouraged. It is shown that the of Reconciling Enemy provides unilateral concessions in attempt to change aggressive demands of a potential opponent. The strategy of Offshore Balancing is based on example of America’s support for reducing expenses of army. The analysis of different strategies proves that Grand of Obama is a hybrid of alternatives that was varied at times. Elements of other strategic types, except Reconciliation and Reduction existed under his administration. Inhibition was brightly shown in politics towards North Korea and Iran. Politics of Obama in relation to China had elements of Inhibition too. Change of mode or Recoil – against Kaddafi in Libya in 2011. Obama carried out persistent strategy of Recoil also against Al-Qaeda. Integration through diplomatic contacts and membership in international organizations was American politics toward China and Russia. Trade was also used. Even Non-Interference in some parts of Africa was a strategy of USA. However a main accent of Obama was on International Reconciliation and Reduction. A question consists in that, or his strategy really worked so as he planned. Obama’s Grand with his special management style has accumulated international threats for USA with long-term consequences.

Configurações Estratégicas em MPEs: uma análise da atuação de mulheres empreendedoras do setor de serviços de Londrina - PR

This research seeks to verify the existence of different settings in the process of strategy formation in small enterprises in the service sector of Londrina/PR. Theoretical framework is based on studies of Cochia and Machado da Silva (2004) about the environmental context, Miles and Snow (1978) about four types of strategy, Carland, Carland and Hoy (1992, 1998) and Inácio and Gimenez (2004) to measure the entrepreneur index, and Bailey and Avery (1998) for the classification of strategic types. This research is classified as quantitative, descriptive and exploratory study. It was conducted a censos with the 70 service companies associated with CMEG / FECOMERCIO. The results demonstrate that most of the leaders of these companies have Entrepreneurial attitude, the main type of competitive strategy adopted was incremental, that the environmental context of companies is local, and the dominant dimension in the development of the strategy is the Prospector, in other words, companies are continually seeking to expand the range of products / services.

Strategic patterns and firm performance: comparing consistent, flexible and reactor strategies

PurposeFirms face the paradox of adapting change and remaining stable to control uncertainty simultaneously to maintain their competitive position because both aspects are essential for the firm’s effectiveness. This has raised a debate in the contemporary literature that whether firms should remain consistent or adapt flexibility in their strategic choice to produce better performance? The supporters of both the arguments provide substantial evidence in their favor. The purpose of this paper is to investigate the strategy-performance relationship in this context along with contingent effect of firm size and industry.Design/methodology/approachEmpirical analysis using seven years financial data of 307 joint stock firms from 12 industries is done by applying Miles and Snow strategic typology. Scoring method is used to classify the strategic orientation of the firms. Univariate and multivariate regression models are applied to investigate the influence of strategy, firm size, and industry on firm performance both individually and collectively.FindingsThe results show that most of the firms in Pakistan are consistent in their strategic stance (43 percent) followed by flexible (40 percent) and reactors (17 percent). The mean differences in the performance of consistent, flexible, and reactor strategies show that both consistent and flexible strategies performed equally well and outperformed the reactors. However, there is significant variation in the performance of the strategic types due to the variation in firm size and industries whereas the contingent effect of firm size, industry, and strategy is statistically insignificant.Originality/valueThe methodology used for the identification of transition of strategic stance of the firms over time to know the consistent, flexible, and reacting behavior of the firms from archived data is the important contribution to the literature. The methodology can be replicated in longitudinal studies for identification of strategic groups in typological research.

The impact of loners’ participation willingness on cooperation in voluntary prisoner's dilemma

Why would natural selection favor the prevalence of cooperation within the groups of selfish individuals? A fruitful framework to address this question is evolutionary game theory, the essence of which is captured in the so-called social dilemmas. Voluntary participation is considered as an effective approach to promote the persistence of cooperative behavior. Because three strategic types of players lead to a rock–scissor–paper dynamic with cyclic dominance. There is no doubt that loner has played a very important role. Thus we introduce a parameter p represents loners’ participation willingness in order to explore the impact of its on cooperation in voluntary prisoner's dilemma. Large quantities of simulations demonstrate that for traditional case (p=1), three strategies will coexist. However, with p decreases, loners will greatly increase, and cooperation level declines, because defectors can be suppressed very fast. More interesting, when defectors completely vanish, cooperation becomes the best strategy, and holds the whole system. Thus our work present a viable method of understand the ubiquitous cooperative behaviors in nature and hope that it will inspire further studies to resolve social dilemmas.

Strategy-performance relationships

PurposeThe extant literature has challenged the original idea that pure strategy leads to superior performance. This shift has raised the question whether pure strategy is still superior to hybrid strategy? The purpose of this paper is to investigate the strategy-performance relationship in this context and the performance of pure, hybrid, and reactor strategies is compared.Design/methodology/approachScoring method is used for identification of strategic types. ANOVA, univariate, and multivariate regression models are applied for empirical analysis using seven-year financial data of 307 Pakistani joint stock firms from 12 industries.FindingsThe results show that firms in Pakistan practice hybrid and reactor strategies rather than pure strategies. Overall, defending and analyzing strategies perform better than the prospecting strategies. However, the performance of the strategic types varies among industries and firm size. Strategy and firm size are the better predictors of firm performance.Originality/valueThe proposed methodology can be replicated to identify strategic groups and strategic orientations proposed by typological classifications when longitudinal studies are carried out. The process for identification of pure, hybrid, flexible, consistent, and reactor strategies is a key contribution to the literature.

Testing for strategy-structure fit and its importance for performance

1.INTRODUCTIONOne of the key concepts in strategic management and organizational theory is the concept of fit, seen as the corner stone of the organization's strategic development (Hill and Cuthbertson, 2011). Nadler and Tushman (1980) state that fit between the two elements is defined as the degree to which the needs, requirements, objectives, purpose and/or structure of one element is in accordance with the needs, requirements, objectives, purpose and/or structure of another element. The concept itself emphasizes the importance of harmonization between complex organizational elements in order for them to reinforce one another. In other words, as Carmeli and Tishler state (2004: 1261), the interaction amongst the elements becomes complementary in that the value of one element is increased by the presence of other elements.In the context of organization, Siggelkow (2001) makes the distinction between internal fit seen as a coherent configuration of activities inside an organization and external fit defined as an appropriateness of the configuration given the environmental conditions faced by the firm. Miller (1996) states that the internal fit among elements of an organization can be evidenced by the degree to which strategy, structure and systems complement one another. They reinforce each other and this can result in a cycle of mutual cause and effect that tightens the relationship among them (Andrews et al., 2009). Many theorists emphasize that organizations need to have interdependent and mutually supportive strategy, structure and processes in order to be successful (e.g. Venkatraman and Camillus, 1984; Hamilton and Shergill, 1992; Xu et al., 2006; Garengo and Bernardi, 2007; Roberts, 2007; Cunliffe, 2008; Aagaard, 2016). This high mutual reinforcement leads to a high degree of fit that strengthens organizational effectiveness and creates superior performance (Burton and Obel, 2004; Hsieh and Chen, 2011). At the same time, many empirical studies suggest that there is a connection between the existence of the fit and increased effectiveness of the firm (e.g. Olson et al., 2005; Xu et al., 2006; Andrews et al., 2009; Camuffo and Wilhelm, 2016).Miles and Snow typology of strategy (1984) allows us to understand organizational performance with respect to specific relationship between the four strategic types and environment. Each of the strategic types should be characterized by specific internal organizational settings that need to support chosen strategy and its implementation in order for organization to accomplish its strategic goals in a certain environment. The question that rises is how to align these elements in order to achieve strategy-structure fit, and transform these mutual relations into higher levels of organizational performance. In that sense, the aim of the current study is to capture and determine the pattern of relationships between strategy, structure, and strategy implementation processes and their influence on organizational performance. Therefore, we conducted a cross-sectional field research on a sample of 113 organizations to gain a better understanding of the relationship between strategy-structure fit and performance.The paper is structured as follows. After a short introduction, we give a theoretical overview of characteristics and different approaches in the studies of fit, as well as its importance for performance. Additionally, Miles and Snow typology is shortly presented and analyzed in the context of strategy-structure fit. Methodology and main results of our empirical research are presented in the next section. The paper concludes with a discussion on major findings of the study, research limitations and possibilities for further research.2.ORGANIZATIONAL FIT - CHARACTERISTICS AND APPROACHESTwo concepts of fit, internal fit between organizational strategy and structure on one side, and external fit between strategy and environment of the organization, on the other, have been extensively analyzed in the existing literature. …

Big Data в финансах

Вопрос применения Big Data не только в финансовом секторе, но и в целом является логичной закономерностью технического и научного прогресса последних десятилетий. Смена парадигм привела к тому, что сегодняшним менеджерам и экономистам предстоит работать не только с большими объемами информации, но и с новыми типами данных. Обработка файлов нового формата позволит руководителям принимать более точные финансовые решения. Необходимо сказать, почему для бизнеса важны эти решения. Они позволят достичь целей, которые современные организации ставят перед собой: повышение стоимости предприятия, увеличение инвестиционной привлекательности, совершенствование качества прогнозирования. Эта ситуация в хорошо работающей мировой системе привела к появлению и развитию новых трендов в образовании, в частности в сфере обучения финансовых специалистов. Ориентируясь на российские достижения и западные исследования фундаментальных и прикладных дисциплин, следует отметить, что современный финансист все больше интегрируется в среду технологий Big Data, для грамотного управления которыми ему необходимы знания построения формулировки запросов. Для этого важны навыки работы с поисковыми программами, применения поисковых операторов, работы с поисковыми роботами. На теоретическом уровне будущий финансист должен изучать стратегический, статистический, математический, системный, стохастический, вероятностный и другие виды анализа.

Service innovation in times of economic crisis: the strategic adaptation activities of the topE.U.service firms

This article examines the long‐term strategic adaptation activities top service firms use to respond to economic crisis. Based on a longitudinal dataset of 97 leading European service firms, it empirically conceptualizes three clusters or strategic types of organizational response to overcome long‐term financial strain experienced during 2008–2011, it tests the survivability of their strategic orientation and it assesses their relationship with organizational performance during the crisis (2008–2011) and in the post‐crisis period (2014–2016). Leading E.U. service firms that attempt to maximize adaptation by ‘Commitment‐to‐expansion’ (i.e., increase in R&D investment, strategic M&A and recruitment) ensure the long‐term survivability of their strategic orientation and generate growth in their operating profits, sales and market capitalization in contrast to service firms that implement cost‐oriented actions (layoffs and cutting back on R&D investment). These results extend the limited knowledge available on strategic adaptation in top E.U. service firms and provide insight into the role that different responses play in fostering recovery from ongoing economic and financial crisis, which have thus far remained empirically under‐researched.

Strategic Determinants of Organizational Performance of Small Business – a Preliminary Study Outcomes and Research Perspectives on the Sample on Brazil and Poland

Contemporary enterprises are forced to act in a dynamic and competitive local and global market. Particularly for small business, this great challenge becomes a barrier for organizational development and results rather in a survival strategy with low organizational performance. In the same time it is essential to create friendly conditions for small business development and small business growth because these kinds of companies are the employers for local communities and hence they contribute to a reduction of the national unemployment rate for global economy. However these conditions are possible to shape when knowing the determinants of organizational performance. Taking this into account, the aim of the article is to describe the preliminary study on defining organizational management patterns of small business in Brazil and Poland that are starting point to learn a typology of strategies and asses the strategies under such criteria as ability to prevent market risks and stabilization of competitive positions. The method used in the study was a survey based on multi-item scale for strategic types containing 11 adaptive cycle dimensions in the Miles and Snow typology. These dimensions will be linked to data on management particularities, work organization and performance in small business.

Costly Leader Games with a Probabilistically Non-Strategic Leader

I consider a two-person costly leader game — in which the follower endogenously chooses whether to buy information about the leader, and a follow-up action — with a twist. With a known probability, the leader is a nonstrategic type. A strategic type leader may choose to masquerade as a nonstrategic type, at a cost. I show that, if the follower’s cost of information is not too large, and the probability of the leader being nonstrategic is neither too large nor too small, this game has no pure strategy equilibrium. Moreover, the equilibrium of the simultaneous-move complete information game is inaccessible as follower information cost converges to zero. There is no equilibrium outcome in which leader advantage is destroyed: however, a mixed strategy equilibrium exists which does preserve leader advantage in the sense that payoffs and strategies converge to those of the sequential-move complete information equilibrium as information cost tends to zero. My results differ from some traditional results in costly leader games, and are due to the interaction of two forces, the “type uncertainty” and the “money down the drain” effects. To my knowledge this is the first paper to integrate behavioral types into costly leader games (other papers considering heterogeneity in type do not consider nonstrategic players).

Strategic Types and Competences of Domestic and Foreign Plants: An Empirical Study

A very important decision for multinational companies’ managers concerns what activities, phases and competences should be located in the home country and what could instead be offshored. Our study seeks to support them in this choice by answering to the following questions: (a) should the specializations assigned to foreign plants be different from those of domestic plants? (b) should key competences be held only in the domestic manufacturing base or also in the offshore one? We collect and analyze a wide set of data of an international research project, concerning competences and manufacturing practices of 236 MNC plants located in nine countries. We identify through cluster analysis different group profiles within domestic and foreign subsamples and compare the corresponding ones. We then compare domestic and foreign plants in a set of competences and manufacturing practices. Our empirical findings show that (a) the specializations (strategic types) of domestic and foreign plants can be substantially the same and (b) offshore plants rather than domestic ones tend in general to hold the most advanced competences.

Impacts of strategic planning and management in municipal government: an analysis of subjective survey and objective production and efficiency measures in Norway

ABSTRACTThis article analyses impacts of formal strategic planning, strategic types, stakeholder involvement, and their interactions on performance in Norwegian municipalities. Internal stakeholders often overstate their organization’s performance. Therefore, the analysis complements subjective survey data on strategic planning, strategy content and the senior officials’ perceptions of the impacts of the strategic planning, with more objective administrative data of municipal production, efficiency and change in efficiency. Moderated multiple regression analyses show that strategic planning and a defender strategy had positive perceived impacts. The analyses with administrative data for performance showed little significant positive impacts of strategic planning, strategy content and stakeholder involvement.

A Taxonomy of Strategic Postures of International SMEs

This study provides a theoretical analysis of SME strategic postures and presents empirical evidence of strategic types of international SMEs across three European countries, namely Italy, Finland and Greece. Empirical investigation based on a sample of more than 550 international SMEs is performed through cluster analysis. Findings suggest there are four broad strategic types, namely, the entrepreneurial/growth oriented group of firms, a marketing/selling group of business, a cluster of firms which lack strategic orientation and strategy, and the cluster which focuses on innovation/technology and core manufacturing competencies. The taxonomy provides a description and an explanation of international strategic postures and the basis for theorizing on SMEs' international behavior and outcome consequences. Any programs – business and policy‐wise – which aim to stimulate internationalization would benefit greatly from tailoring recommendations to the nature of the strategic types.

Reputation Effects Under Interdependent Values

A patient player privately observes a persistent state and interacts with an infinite sequence of myopic uninformed players. The patient player is either a strategic type who maximizes his payoff or one of several commitment types who mechanically play the same action in every period. I focus on situations in which the uninformed player's best reply to a commitment action depends on the state and where the total probability of commitment types is sufficiently small. I show that the patient player's equilibrium payoff is bounded below his commitment payoff in some equilibria under some of his payoff functions. This is because he faces a trade‐off between building his reputation for commitment and signaling favorable information about the state. When players' stage‐game payoff functions are monotone‐supermodular, the patient player receives high payoffs in all states and in all equilibria. Under an additional condition on the state distribution, my reputation model yields a unique prediction on the patient player's equilibrium payoff and on‐path behavior.

Timed strategic machine type communications for dual-level future wireless networks

For the next generation wireless networks, machine type communication (MTC) is gaining an enormous interest as a new communication paradigm. MTC is expected to become a cost-effective solution for improving the wireless communication performance. In MTC, one of the most critical issues is to support data transfers among devices without human interaction. In this study, we introduce a new MTC control scheme for the future network infrastructure. To effectively support a large number of MTC devices, we investigate a dual-level interaction mechanism by employing the timed strategy game model. In dynamic wireless network environments, our timed strategic game approach can practically adapt current system conditions while maximizing system performance. Main contribution of this research is to show a way of MTC system modeling based on the competitive and cooperative manner. Finally, numerical simulations illustrate the validity of our game-based approach. Our solution enables a better network resource utilization for heterogeneous traffic services in contrast to existing schemes.

Relating strategic market orientation and market performance: role of customer value types

A service provider achieves competitive advantage by configuring appropriate strategic orientation and customer value type. This paper addresses three important issues: (i) which customer value type (economical, relational or technical) is important for bank customers? (ii) which strategic market orientation (customer or competitor) helps in achieving the desired value type? and (iii) which value type significantly predicts market performance? We propose that a strategic market orientation pursued by a firm shall influence the customer value it intends to offer so as to maximize the market performance. Using data collected from 538 bank customers, this study reveals that when there is a perfect match between strategic market orientation and value being perceived by its customers, a firm shall achieve strategy-value fit and realize optimal market outcomes in the form of customer satisfaction, acquisition, retention, cross-selling, and up-selling. Furthermore, a bank shall realize maximum level of market performance if it pursues both customer and competitor orientation and endeavors to deliver technical/functional value to its target customers. The paper concludes with managerial implications and future research directions.