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The longevity of the performance effects of the Miles and Snow strategic archetypes: a ten-year perspective in US banking

Author

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  • Kenneth J. Hatten
  • William L. James
  • David G. Meyer

Abstract

This paper presents an investigation of the longevity of Miles and Snow's viability hypothesis in the banking industry, identifying, for the first time, five- and ten- year effects of strategic archetype on performance. The research suggests, however, that performance is more intensely associated with strategy implementation and control than archetype. Collectively, these results have important implications for Strategic Management because they reinforce the tradition of the field that management matters, and that what you see when you evaluate performance depends on when you look and what you measure.

Suggested Citation

  • Kenneth J. Hatten & William L. James & David G. Meyer, 2004. "The longevity of the performance effects of the Miles and Snow strategic archetypes: a ten-year perspective in US banking," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 5(2/3), pages 196-215.
    • Handle: RePEc:ids:ijmdma:v:5:y:2004:i:2/3:p:196-215
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    Cited by:

    1. Kenneth J. Hatten & James P. Keeler & William L. James, 2018. "Control & Prediction: Reexamining the 2008-2009 US Banking Crisis," Athens Journal of Business & Economics, Athens Institute for Education and Research (ATINER), vol. 4(4), pages 351-374, October.

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