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Examining the effect of complexity in strategic group knowledge structures on firm performance
Author(s) -
Mcnamara Gerry M.,
Luce Rebecca A.,
Tompson George H.
Publication year - 2002
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.211
Subject(s) - business , competitive advantage , competition (biology) , sample (material) , strategic management , industrial organization , knowledge management , perspective (graphical) , order (exchange) , cognition , strategic planning , marketing , psychology , computer science , ecology , chemistry , finance , chromatography , artificial intelligence , neuroscience , biology
A developing stream of research in the strategy field explores the competitive structure of industries from the perspective of industry participants. This work has demonstrated that managers develop strategic group knowledge structures in order to make sense of their competitive environment. This study extends this line of research by examining the complexity evident in the strategic group knowledge structures developed by firms' top management teams and assessing the relationship between complexity in these knowledge structures and subsequent firm performance. Specifically, we examine the complexity of top managers' knowledge structures regarding their competition using a sample of 76 top management teams from banks in three U.S. cities. Using hierarchical regression, we find a significant relationship between the complexity of cognitive strategic groups and subsequent firm performance. These results suggest that the structure of the cognitive templates that top managers use to understand their environment and the actions of their competitor influence the degree of strategic success of their firm. Copyright © 2002 John Wiley & Sons, Ltd.