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Implementing Strategic Missions: Effective Strategic, Structural And Tactical Choices

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  • Jeffrey G. Covin
  • Dennis P. Slevin
  • Randall L. Schultz

Abstract

This article describes a study of the impact of strategic mission on the relationships between firm performance and selected strategic, structural, and tactical variables. Moderated regression analysis and subgroup analysis were used to analyse data collected from 91 advanced technology manufacturing companies. Results indicate that firms with build‐oriented strategic missions, relative to those with more hold‐ and harvest‐oriented strategic missions, performed better when they: (1) adopted entrepreneurial strategic postures; (2) had organic organization structures; (3) offered relatively low product prices; (4) employed relatively large sales forces; (5) offered relatively generous customer credit; and (6) offered relatively broad product lines. On the other hand, firms with hold‐ and harvest‐oriented strategic missions, relative to those with more build‐oriented strategic missions, performed better when they emphasized R&D activity geared toward the development and refinement of existing products. Strategic mission did not moderate the effectiveness of the firms’advertising expenditures or their new product development activity.

Suggested Citation

  • Jeffrey G. Covin & Dennis P. Slevin & Randall L. Schultz, 1994. "Implementing Strategic Missions: Effective Strategic, Structural And Tactical Choices," Journal of Management Studies, Wiley Blackwell, vol. 31(4), pages 481-506, July.
    • Handle: RePEc:bla:jomstd:v:31:y:1994:i:4:p:481-506
    DOI: 10.1111/j.1467-6486.1994.tb00627.x
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