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This study had two objectives. The first was to extend the strategy paradigm by examining the relationship between strategy type and performance objective. The second was to test the idea of a contingency relationship between strategy and performance. The central research question guiding this effort was: What performance results arise from following different strategies within a given context? The intention of this study was to show that firms within a given environmental context could follow different strategies and be successful provided the strategy was related to a specific performance objective. The implication of this argument is that organizational success is a product of both proper implementation of a selected strategy, and the correct choice of a performance objective. Strategy was operationalized using the Miles & Snow (1978) typology. The choice of a typology was made in order to compare theoretical “ideal types“ with methodological "ideal types." The empirical tests of the hypotheses demonstrated that each strategy type was related to different performance objectives. Analysis demonstrated that for firms which achieved a higher degree of coalignment with their environment, there was a positive and significant impact on performance for the Defender and Analyzer strategy types. This relationship was not supported for the Prospector strategy types, although the results were in the predicted direction. The primary contribution of this study was to demonstrate that the basic strategic management research paradigm needs to be extended to allow for consideration of multiple performance objectives when examining the relationship between strategy and performance. While there is no single appropriate strategy for any given context, there are limitations to strategy choice after an organization has determined its objectives. This study was the first to demonstrate a contingency relationship between strategy types and differing performance objectives within a single environmental context. Also, the present study was able to operationalize the Analyzer strategy type using secondary data. This is one of the first studies to have done so. / Ph. D.

Recent developments in industrial organization and strategic management have conceptualized an industry as being composed of finer groups of firms. The cluster of firms with similar strategic behavior is called the "strategic groups". This concept has important implications for strategy researchers because it offers a systematic way to study the relationships between strategy and performance. A review of the literature on strategic groups reveals that the dynamics and performance implications of strategic groups have not been systematically studied. Thus, the major focus of this study was to examine the dynamic characteristics of strategic groups and performance implications over time, and to understand the nature and pattern of competition. To guide this study theoretically, the concepts of strategy, strategic groups, strategic group movement, and mobility barriers are defined explicitly. Under the guidance of research questions and the theory of strategic groups, three hypotheses on the strategic group dynamics were provided based on the inter-temporal stability of firm members, firm movement pathways, and contextual factors motivating changes in group membership. In addition, three hypotheses on the performance implications of strategic groups were derived from between and within-group analysis and the consequences of mobility dynamics. In order to test these hypotheses, constructs were operationalized in a multidimensional manner. Strategy was operationalized in terms of three dimensions (scope, differentiation, efficiency) each of which were found to be significant in previous research. Performance was operationalized to include the financial and growth dimensions. The data used to perform the empirical tests was obtained from COMPUSTAT II and other objective, secondary sources (e.g., annual reports and 10-K, the Annual Survey of Manufacturers). The U.S. computer equipment industry for the period 1975-1989 served as the setting for this study. Analysis results suggest that strategic groups are a relative part of the competitive structure in an industry. The mobility rate between relatively similar groups is higher than that between less similar groups. Firms that change group membership have different contextual factors than firms that do not change membership. Moreover, no significant performance difference was found among strategic groups over time. Instead, individual firm effects contribute more to explaining the performance differences. The primary contribution of this study is the integration of strategic management, industrial organization, and organization theory to provide a cohesive platform from which to understand the role and value of strategic groups in competitive strategy. / Ph. D.

The growing body of knowledge about the use of strategic planning in higher education focuses on the decisional processes and dynamics of such planning as conducted in an academic setting. Information about the outcomes of strategic planning initiatives, or the ways in which institutions change in relation to plan goals, has received little attention by researchers. This qualitative study combined descriptive and case study methodologies to investigate what results occurred to meet strategic planning objectives at five small, four-year, private colleges and universities as measured by financial, enrollment, and programmatic indices. The case study method permitted an in-depth analysis of the relationship between individual institutional plans and their respective outcomes. The population consisted of thirty-two institutions awarded planning grants by the Consortium for the Advancement of Private Higher Education (CAPHE) between 1984-88. A purposive sample of five institutions was drawn from those institutions identified as having developed strategic plans by the end of the grant cycle. Evidence was gathered using IPEDS and CAPHE survey data, document analysis, and interviews. Data were analyzed using basic statistical procedures and qualitative methods. Further, data were standardized by means of common categories and reporting formats for the purposes of cross-site analysis. / Ph. D.

A key element that enables a firm to achieve better performance, the strategy-making process is of great interest to both researchers and practitioners. However, the bulk of past research has focused on the process alone and has reached few consistent conclusions. Recently, researchers have started to investigate the impact of crucial contingencies on strategy-:making. It appears this contingency approach is more fruitful in deepening and broadening our understanding of this critical area. To continue the research in this direction, this study inquired into the linkage between the environment and the strategy-making process. A theoretical framework was developed after surveying the germane literature to guide the empirical analysis. Following this model, comprehensiveness, or the exhaustiveness and the inclusiveness in strategy-making, was selected as the key process attribute for this study. It was hypothesized that environmental complexity, or the number and heterogeneity of factors in the environment, and dynamism, or the degree of change, would impact the perceived uncertainty of the strategy maker, and further comprehensiveness in strategy-making. In addition, it was posited that the match between strategy-making comprehens1veness and environmental attributes would lead to better firm performance. The computer industry served as the setting for this study. Questionnaires were mailed to top executives of randomly selected computer firms to obtain data on environmental attributes and strategy-making comprehensiveness. Secondary sources were used to acquire financial performance data and other background information. Analysis results suggest that the proposed model is useful in understanding the environment and strategy-making interaction. Both environmental complexity and dynamism were found to influence strategy-making comprehensiveness. Moreover, the adaptation of strategy-making comprehensiveness to environmental attributes was found to lead to better firm performance. Findings from this study hold promise for effective strategic management and. contribute insight into the strategy-environment linkage. / Ph. D.

Research on the implementation of strategy in the strategic management field has had much less emphasis than strategy formulation and content. Several implementation models have been published which suggest important factors in the implementation of strategy. Empirical tests of these models, however, have received little consideration. In order to insure that employees who are responsible, for implementing the strategy know what to do and how to do it, communication of the strategy is necessary. Investigation of such communication with various media and the impact of such communication on knowledge of the strategy was examined in a field study. Questionnaires were administered to 1220 employees in fourteen plants of a major garment manufacturer. The survey questions addressed knowledge of strategy, media used to learn of the strategy, organization commitment, and demographic information. The employees' performance was measured using plant production records over a standard production period. The study hypotheses addressed the effect of using different levels of media richness to learn of the Strategic Business Unit (S.B.U.) level strategy and the relationship of knowledge of the strategy, organization commitment, and employee productivity. In addition, the study investigated demographic impact on communication and the most effective level of management perceived by employees in terms of communication. Research questions explored differences in plants with participative and traditional line management approaches to manufacturing processes in terms of organization commitment and performance. The study results provide a better understanding of communication media effects from the recipient's perspective and useful information on the impact of strategic knowledge on organization commitment. A lack of support for relationships between organization commitment, strategic knowledge, and productivity indicates additional research is required to further explore strategy implementation factors and performance. The study findings are useful as a basis for continuing research of the process between strategy formulation and firm performance. / Ph. D.

Strategic decision making has been a widely covered topic in a number of fields. While some researchers have concentrated on the"content" of strategic decisions, others have looked at the"process" of strategic decision making. A review of recent strategy-related literature shows that researchers disagree not only on how strategic decisions are made, but what strategic decisions are as well. In an attempt to understand how strategic decisions are made in manufacturing organizations, this study builds on data collected from strategy-related literature and from interviews with practicing managers. These data were used to develop a conceptual model showing the variables affecting strategic decisions and the relationships between these variables. In addition to the conceptual model, this study makes recommendations to practicing managers in manufacturing organizations on how the outcome of strategic decisions can be improved. Finally, based on the results obtained in this study, recommendations for future research in strategic decision making are provided. / Master of Science

This research operationalizes the theory and recommendations from academic and business strategic planning sources. The desired research outcome is to improve academic strategic planning for colleges of engineering. My contribution to the academic planning body of knowledge is a model to select a strategic planning methodology and implement a planning process for colleges of engineering. The model's design is based on the logical conclusion that choice of planning methodology should be matched to desired planning outcomes. The model uses a preplanning instrument, a planning template, and a Gantt Chart. I designed the preplanning instrument based on six success/fail criteria identified from the research, desired outcomes and outputs of the planning process, and selected planning steps from the Virginia Productivity Center (VPC) Planning Methodology. Answers to questions on the preplanning instrument are then summarized on the planning template. The template requires the planner to consider the sequence of the selected planning steps and prepare an agenda to accomplish them. Finally, the model requires the scheduling of this agenda on a Gantt Chart. The Gantt Chart becomes a timetable for a plan to plan for the college of engineering. / Master of Science

This thesis develops a strategic leadership plan for lay transitions in the church. While most changeovers occur within a healthy process, this project addresses those occasions when there are systemic problems such as unhealthy power dynamics and parish tension. In this thesis I develop a four-step mentorship program with an accompanying handbook, a conflict management paradigm with effective strategies for four levels of conflict, and four liturgies that celebrate and validate healthy transitions and future work. These rituals are: Reconciliation following parish conflict and the terms for leaders. The plan is incorporated into a three-step structure adapted from the Centre for Creative Leadership. The durability of the model is examined with a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis.

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