Hughes, Paul and Morgan, Robert E. ![]() |
Abstract
Contrary to common misconceptions, firms tend generally to remain constant in their strategic approach to markets and rarely deviate from their prevailing strategic archetype. Consequently, the effectiveness of a firm's product–market strategy is as important as its persistence in achieving overall strategic performance. Adopting a resource-advantage perspective, we examine the extent to which resource bundles differ among firms within a product–market strategy performance typology. Analyzing data generated from high-technology industrial manufacturers, we find that successful strategists are endowed with significantly greater levels of resources–that include ‘strategy championing’, ‘strategy commitment’, ‘implementation support’, ‘implementation effectiveness’, ‘learning’, and ‘memory’–in contrast with unsuccessful strategists, hopeful strategists, and fortunate strategists. Further, important inter-group differences are identified and discussed, along with the implications of this study for researchers and marketing managers.
Item Type: | Article |
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Date Type: | Publication |
Status: | Published |
Schools: | Business (Including Economics) |
Subjects: | H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HF Commerce T Technology > T Technology (General) |
Uncontrolled Keywords: | Resource-advantage theory; Implementation; Product–market strategy; Strategic capital; Adherence; High-technology; Cluster analysis |
Publisher: | Elsevier |
ISSN: | 0019-8501 |
Last Modified: | 21 Oct 2022 09:52 |
URI: | https://orca.cardiff.ac.uk/id/eprint/38138 |
Citation Data
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