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A systematic comparative analysis and synthesis of two business‐level strategic typologies

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  • Eli Segev

Abstract

Two important business‐level strategic typologies were systematically evaluated, analyzed and compared in this study: Porter'S Overall Cost Leadership, Differentiation, Focus, and ‘Stuck in the Middle’ generic competitive strategies, and Miles and Snow'S Defender, Prospector, Analyzer, and Reactor types of organizational adaptation. On the basis of strategic theory, and following a pilot study, 31 strategic variables were evaluated by judges on a seven‐point maximum‐minimum scale, for each strategy, within its typology. Analysis of variances and concordance among judges regarding the ranking of the strategies on each variable were examined, and a strategic profile was built for each strategy. Proximities between strategies of the two typologies were analyzed using monotonic multidimensional scaling. The analysis indicated similarities and differences between the two typologies. A synthesis of the two typologies is suggested along two dimensions: internal consistency of the strategy, and level of proactiveness.

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  • Eli Segev, 1989. "A systematic comparative analysis and synthesis of two business‐level strategic typologies," Strategic Management Journal, Wiley Blackwell, vol. 10(5), pages 487-505, September.
    • Handle: RePEc:bla:stratm:v:10:y:1989:i:5:p:487-505
    DOI: 10.1002/smj.4250100507
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    1. Élisabeth Lefebvre & Louis A. Lefebvre & Lise Préfontaine, 1994. "Relating HRM and MOT Capabilities to R&D Intensity," CIRANO Working Papers 94s-06, CIRANO.
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