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Matching Managers to Strategy: An Investigation of Perfor Mance Implications and Boundary Conditions

Author

Listed:
  • Anisya S. Thomas

    (Department of Management and International Business, College of Business Administration, Florida International University, Miami FLORIDA 33199, U.S.A.)

  • Kannan Ramaswamy

    (Department of Management and International Business, College of Business Administration, Florida International University, Miami FLORIDA 33199, U.S.A.)

Abstract

This paper explores a series of relationships between top managers, strategic direction and financial perfor Mance. Building on previous studies, it was hypothesised that: (a) firms pursuing different strategies would be led by managers with different profiles; and, (b) firms which aligned the profiles of their top managers with the requirements of their strategies would outperfor M those that did not achieve such alignment. Further the importance of the strategy-manager alignment under various environmental and organisational constraints was also investigated. The results of the empirical examination of a sample of U.S. companies from three industries suggest that matching managers to strategy is a significant component of superior perfor Mance.

Suggested Citation

  • 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.
    • Handle: RePEc:sae:ausman:v:19:y:1994:i:1:p:73-93
    DOI: 10.1177/031289629401900105
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    References listed on IDEAS

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    1. Michael A. Hitt & R. Duane Ireland, 1985. "Corporate distinctive competence, strategy, industry and performance," Strategic Management Journal, Wiley Blackwell, vol. 6(3), pages 273-293, July.
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    Cited by:

    1. Li, Yan & Tan, Chuan-Hoo, 2013. "Matching business strategy and CIO characteristics: The impact on organizational performance," Journal of Business Research, Elsevier, vol. 66(2), pages 248-259.

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