Fitting strategy derived from strategic orientation to international contexts

The search for strategic fit within a market has become a core concept in strategy research. The issue of strategic fit is becoming increasingly important in international strategy as managers and academics explore the uniqueness of international markets. Unfortunately, during a time of open market diversity, many firms are driving toward a singular strategic orientation (i.e., market orientation), thus ignoring the underlying problems and criticisms with a standardized strategy, often resulting in suboptimal performance. A model highlighting the criteria necessary for fitting strategy to international contexts is developed. An empirical illustration is then used to examine the benefits of strategically fitting strategy to context. Finally, a process is provided to assist managers in the formation and implementation of their strategy. © 2006 Wiley Periodicals, Inc.