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Strategy, strategy‐making, and performance in a business game

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  • Eli Segev

Abstract

In a recent study, Segev (1987) examined the relationships among strategy, strategy‐making, and performance, focusing on the connection between two important typologies: Miles and Snow's (1978) concept of strategic types and Mintzberg's (1973) concept of strategy‐making modes. The findings of that study clearly indicated links between the two, and partially supported propositions asserting the effects of the strategy/stategy‐making fit on organizational performance. In the current study a business game served as the vehicle for examining this tripartite relationship. The two typologies were applied to the firms' in the game, and then an inquiry was made into the relationships between them. An hypothesis regarding the effect of fit on performance was tested, and the findings compared with previously reported empirical results.

Suggested Citation

  • Eli Segev, 1987. "Strategy, strategy‐making, and performance in a business game," Strategic Management Journal, Wiley Blackwell, vol. 8(6), pages 565-577, November.
    • Handle: RePEc:bla:stratm:v:8:y:1987:i:6:p:565-577
    DOI: 10.1002/smj.4250080606
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    Cited by:

    1. Mehmet Ali Köseoglu & John A. Parnell & Melissa Yan Yee Yick, 2021. "Identifying influential studies and maturity level in intellectual structure of fields: evidence from strategic management," Scientometrics, Springer;Akadémiai Kiadó, vol. 126(2), pages 1271-1309, February.
    2. Liem Tan Vo & Nhi Van Vo & Toan Ngoc Pham & Nguyen Ngoc Hien, 2023. "The Impact of Historical Performance and Managerial Risk-taking Propensity on the Behavior of Choosing Prospector Strategy and Using Strategic Management Accounting Information in Viet Nam Manufacture," SAGE Open, , vol. 13(4), pages 21582440231, December.
    3. Rhys Andrews & George A. Boyne & Jennifer Law & Richard M. Walker, 2012. "Strategic Management and Public Service Performance," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-34943-8, December.
    4. Lindawati Gani & Johnny Jermias, 2012. "The Effects of Strategy–Management Control System Misfits on Firm Performance," Accounting Perspectives, John Wiley & Sons, vol. 11(3), pages 165-196, September.
    5. Ana M. Moreno & José C. Casillas, 2008. "Entrepreneurial Orientation and Growth of SMEs: A Causal Model," Entrepreneurship Theory and Practice, , vol. 32(3), pages 507-528, May.
    6. Yuan Yuan & Louise Yi Lu & Gaoliang Tian & Yangxin Yu, 2020. "Business Strategy and Corporate Social Responsibility," Journal of Business Ethics, Springer, vol. 162(2), pages 359-377, March.
    7. Charles R. Schwenk & Charles B. Shrader, 1993. "Effects of Formal Strategic Planning on Financial Performance in Small Firms: A Meta-Analysis," Entrepreneurship Theory and Practice, , vol. 17(3), pages 53-64, April.
    8. Frambach, R.T. & Prabhu, J.C. & Verhallen, T.M.M., 1998. "The influence of business strategy on market orientation and new product activity," Other publications TiSEM 0d7ebd65-ed06-4482-a6b8-e, Tilburg University, School of Economics and Management.
    9. Karen Blackmore & Keith Nesbitt, 2013. "Verifying the Miles and Snow strategy types in Australian small- and medium-size enterprises," Australian Journal of Management, Australian School of Business, vol. 38(1), pages 171-190, April.
    10. Oleksandr P. Krupskyi & Yuliia Kuzmytska, 2020. "Organizational Culture and Business Strategy: Connection and Role for A Company Survival," Central European Business Review, Prague University of Economics and Business, vol. 2020(4), pages 1-26.

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