Premium
Fitting strategy derived from strategic orientation to international contexts
Author(s) -
Griffith David A.,
Jacobs Laurence,
Richey R. Glenn
Publication year - 2006
Publication title -
thunderbird international business review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.553
H-Index - 37
eISSN - 1520-6874
pISSN - 1096-4762
DOI - 10.1002/tie.20094
Subject(s) - market orientation , context (archaeology) , strategic management , strategic planning , process (computing) , business , orientation (vector space) , industrial organization , marketing , core (optical fiber) , diversity (politics) , strategic fit , economics , computer science , political science , mathematics , paleontology , telecommunications , geometry , biology , operating system , law
Abstract 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.