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Strategy, management design and firm performance

Horovitz, J.H.; Thiétart, Raymond-Alain (1982), Strategy, management design and firm performance, Strategic Management Journal, 3, 1, p. 67-76. http://dx.doi.org/10.1002/smj.4250030106

Type
Article accepté pour publication ou publié
Date
1982
Journal name
Strategic Management Journal
Volume
3
Number
1
Publisher
Wiley
Pages
67-76
Publication identifier
http://dx.doi.org/10.1002/smj.4250030106
Metadata
Show full item record
Author(s)
Horovitz, J.H.
Thiétart, Raymond-Alain
Abstract (EN)
One of the requirements for a strategy to be successful is the use of the proper management system to implement it. The purpose of this paper is to report on an empirical investigation dealing with this issue. Specifically the research attempts to answer the following general questions: Do successful firms use a different type of match between their strategy and their management system than unsuccessful ones (description)? If so, for a given strategy, what are the best ‘organizational arrangements’ (management system) which are likely to lead to a firm's success? Do firms using the prescribed fit or match between strategy and management system get better overall results (prediction)? Management system or design is here defined as the processes of organizing, planning and controlling, staffing and directing in a company.
Subjects / Keywords
Planification stratégique; Efficacité de l'organisation; Gestion d'entreprise; strategy; firm performance; management system
JEL
M10 - General
L10 - General
L25 - Firm Performance: Size, Diversification, and Scope

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