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The Influence of Performance, Environment and Size on the Identifiability of Firm Strategy
Author(s) -
Bantel Karen A.,
Osborn Richard N.
Publication year - 1995
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.1995.tb00097.x
Subject(s) - identifiability , linkage (software) , institutionalisation , business , sample (material) , industrial organization , econometrics , microeconomics , marketing , computer science , economics , biology , political science , machine learning , law , chemistry , biochemistry , chromatography , gene
SUMMARY This paper empirically examines the broadly held assumption that higher performing firms pursue identifiable generic and/or industry‐specific strategies, as opposed to pursuing an unidentifiable strategy. Here, in a sample of 200 banks, the identifiability of strategy was linked to two dimensions of the environment (interdependence/complexity and munificence) and bank size. The linkage between identifiability and performance was more complex. The discussion emphasizes the potential importance of institutionalization, and implementation in the performance‐strategy identifiability link.