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Strategic Moves and Organizational Survival in Turbulent Environments: The Case of Spanish Banks (1983–97)

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  • José Á. Zúñiga‐Vicente
  • José D. Vicente‐Lorente

Abstract

abstract The main purpose of this paper is to examine the effect of ‘strategic moves’ (or strategic change) on the likelihood of organizational survival in a population of firms which has undergone radical transformations in its environment. To this end, we propose and test two competitive hypotheses which are the result of two other theoretical perspectives about the consequences of strategic change: the adaptation view (classic strategic management and dynamic capabilities) and the ecological approach. While from the former, in general, it is assumed that strategic change has a positive effect on the likelihood of organizational survival, from the ecological approach, it is frequently argued that attempts at reorganization in general and strategic change in particular tend to be associated with an increase in the likelihood of organizational extinction. The sample used to test the two proposed hypotheses is the Spanish bank population over the period 1983–97. The results confirm the positive and significant effect of strategic moves (or strategic change) on the likelihood of organizational survival, in line with the conclusions of the adaptive perspective and other empirical research carried out in different settings. This paper introduces two important methodological innovations: (a) the definition and measurement of ‘strategic moves’ (or strategic change) by using a new cluster algorithm, the MCLUST; and (b) the control of the non‐observable heterogeneity using panel data models for ‘probit’ regression.

Suggested Citation

  • José Á. Zúñiga‐Vicente & José D. Vicente‐Lorente, 2006. "Strategic Moves and Organizational Survival in Turbulent Environments: The Case of Spanish Banks (1983–97)," Journal of Management Studies, Wiley Blackwell, vol. 43(3), pages 485-519, May.
    • Handle: RePEc:bla:jomstd:v:43:y:2006:i:3:p:485-519
    DOI: 10.1111/j.1467-6486.2006.00599.x
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    References listed on IDEAS

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    1. Wayne Passmore, 1986. "Strategic niche and the profitability of banking," Proceedings 125, Federal Reserve Bank of Chicago.
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    Cited by:

    1. Fainshmidt, Stav & Nair, Anil & Mallon, Mark R., 2017. "MNE performance during a crisis: An evolutionary perspective on the role of dynamic managerial capabilities and industry context," International Business Review, Elsevier, vol. 26(6), pages 1088-1099.
    2. Martin-Rios, Carlos & Parga-Dans, Eva, 2016. "Service response to economic decline: Innovation actions for achieving strategic renewal," Journal of Business Research, Elsevier, vol. 69(8), pages 2890-2900.
    3. Power Bernadette & Ryan Geraldine & Doran Justin, 2020. "A micro-analysis of Irish firm deaths during the financial crisis (2006–2010)," The Irish Journal of Management, Sciendo, vol. 39(1), pages 1-16, August.
    4. Wu Zhan & Roger (Rongxin) Chen, 2013. "Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities," Asia Pacific Journal of Management, Springer, vol. 30(2), pages 601-632, June.
    5. Michailova, Snejina & Zhan, Wu, 2015. "Dynamic capabilities and innovation in MNC subsidiaries," Journal of World Business, Elsevier, vol. 50(3), pages 576-583.
    6. Jose L. Barbero & Alicia Ramos & Catherine Chiang, 2017. "Restructuring in dynamic environments: a dynamic capabilities perspective," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 26(4), pages 593-615.
    7. Grifell-Tatjé, E., 2011. "Profit, productivity and distribution: Differences across organizational forms - The case of Spanish banks," Socio-Economic Planning Sciences, Elsevier, vol. 45(2), pages 72-83, June.

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