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The performance impact of strategy ‐ manager coalignment: An empirical examination

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  • Anisya S. Thomas
  • Robert J. Litschert
  • Kannan Ramaswamy

Abstract

This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.

Suggested Citation

  • Anisya S. Thomas & Robert J. Litschert & Kannan Ramaswamy, 1991. "The performance impact of strategy ‐ manager coalignment: An empirical examination," Strategic Management Journal, Wiley Blackwell, vol. 12(7), pages 509-522, October.
    • Handle: RePEc:bla:stratm:v:12:y:1991:i:7:p:509-522
    DOI: 10.1002/smj.4250120704
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