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Strategy, strategy‐making, and performance in a business game
Author(s) -
Segev Eli
Publication year - 1987
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.4250080606
Subject(s) - marketing , empirical research , strategic management , business , knowledge management , computer science , mathematics , statistics
In a recent study, Segev (1987) examined the relationships among strategy, strategy‐making, and performance, focusing on the connection between two important typologies: Miles and Snow's (1978) concept of strategic types and Mintzberg's (1973) concept of strategy‐making modes. The findings of that study clearly indicated links between the two, and partially supported propositions asserting the effects of the strategy/stategy‐making fit on organizational performance. In the current study a business game served as the vehicle for examining this tripartite relationship. The two typologies were applied to the firms' in the game, and then an inquiry was made into the relationships between them. An hypothesis regarding the effect of fit on performance was tested, and the findings compared with previously reported empirical results.