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Strategy, management design and firm performance

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  • J. H. Horovitz
  • R. A. Thietart

Abstract

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.

Suggested Citation

  • J. H. Horovitz & R. A. Thietart, 1982. "Strategy, management design and firm performance," Strategic Management Journal, Wiley Blackwell, vol. 3(1), pages 67-76, January.
    • Handle: RePEc:bla:stratm:v:3:y:1982:i:1:p:67-76
    DOI: 10.1002/smj.4250030106
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    Cited by:

    1. Mehmet Ali Köseoglu & John A. Parnell & Melissa Yan Yee Yick, 2021. "Identifying influential studies and maturity level in intellectual structure of fields: evidence from strategic management," Scientometrics, Springer;Akadémiai Kiadó, vol. 126(2), pages 1271-1309, February.
    2. Ilias Said & Abdelnaser Omran & Zulnaidi Yaacob & Zakaria Abas, 2009. "The Relationship Between Quality Management, Strategic Control Systems and Financial Performance of Malaysia Local Government," Annals - Economic and Administrative Series -, Faculty of Business and Administration, University of Bucharest, vol. 3(1), pages 23-40, December.
    3. Jan Brinckmann & Soeren Salomo & Hans Georg Gemuenden, 2011. "Financial Management Competence of Founding Teams and Growth of New Technology–Based Firms," Entrepreneurship Theory and Practice, , vol. 35(2), pages 217-243, March.

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