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Strategic management archetypes

Author

Listed:
  • J. G. Wissema
  • H. W. van der Pol
  • H. M. Messer

Abstract

In the recruitment of managers it is increasingly necessary to attune the choice of candidate to the strategy of the company or its subsidiary. In this paper—coauthored by specialists in the fields of management recruitment and corporate strategy—the authors develop classifications of strategies and of management archetypes. Linking of these classifications leads to an approach that can assist both managers‐employees and managers‐employers when filling management vacancies. In addition, the approach can be used to assist management development programmes and to relate management planning to strategic planning.

Suggested Citation

  • J. G. Wissema & H. W. van der Pol & H. M. Messer, 1980. "Strategic management archetypes," Strategic Management Journal, Wiley Blackwell, vol. 1(1), pages 37-47, January.
    • Handle: RePEc:bla:stratm:v:1:y:1980:i:1:p:37-47
    DOI: 10.1002/smj.4250010105
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    Cited by:

    1. Andy Cosh & Xiaolan Fu & Alan Hughes, 2005. "Management characteristics, collaboration and innovative efficiency: evidence from UK survey data," Working Papers wp311, Centre for Business Research, University of Cambridge.
    2. Victor A. Puleo & Dan Marlin, 1998. "Top Management Team Characteristics And Life Insurer Performance: Do Top Managers Make A Difference?," Risk Management and Insurance Review, American Risk and Insurance Association, vol. 2(1), pages 24-36, July.
    3. Grimm, Curtis M. & Smith, Ken G., 1985. "Impact of Deregulation on Railroad on railroad strategies and performance," Transportation Research Forum Proceedings 1980s 311794, Transportation Research Forum.
    4. Stephen Riceman & Steven Cahan & Mohan Lal, 2002. "Do managers perform better under EVA bonus schemes?," European Accounting Review, Taylor & Francis Journals, vol. 11(3), pages 537-572.
    5. Anisya S. Thomas & Kannan Ramaswamy, 1994. "Matching Managers to Strategy: An Investigation of Perfor Mance Implications and Boundary Conditions," Australian Journal of Management, Australian School of Business, vol. 19(1), pages 73-93, June.
    6. Tomás F. Espino-Rodríguez & Juan Carlos Ramírez-Fierro, 2018. "The Relationship Between Strategic Orientation Dimensions and Hotel Outsourcing and Its Impact on Organizational Performance. An Application in a Tourism Destination," Sustainability, MDPI, vol. 10(6), pages 1-17, May.
    7. Darren Bernard & Weili Ge & Dawn Matsumoto & Sara Toynbee, 2021. "Implied Tradeoffs of Chief Financial Officer Accounting Expertise: Evidence from Firm-Manager Matching," Management Science, INFORMS, vol. 67(9), pages 5776-5799, September.
    8. Morgan, Robert E. & Strong, Carolyn A., 2003. "Business performance and dimensions of strategic orientation," Journal of Business Research, Elsevier, vol. 56(3), pages 163-176, March.
    9. Jiang, Fuming & Travaglione, Tony & Liu, Li Xian & Li, Jizhong, 2021. "When does the global mindset affect headquarters–subsidiary relationships?," Journal of Business Research, Elsevier, vol. 136(C), pages 523-542.

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