Environmental attributes, strategy-making comprehensiveness and firm performance
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A key element that enabll!s a firm to achieve better performance, the strategy-making process is of great interest to both researchers and practitioners. However, the bulk of past research has focuse:d on the process alone and has reached few consistent conclusions. Recently, researchers have started to investigate the impact of crucial contingencies on strategy-:making. It appears this contingency approach is more fruitful in deepening and broadening our understanding of this critical area.
To continue the research in this direction, this study inquired into the linkage between the environment and the strategy-making process. A theoretical framework was developed after surveying the germane literature to guide the empirical analysis. Following this model, comprehensiveness, or the exhaustiveness and the inclusiveness in strategy-making, was selected as the key process attribute for this study. It was hypothesized that environrnental complexity, or the number and heterogeneity of factors in the environment, and dynamism, or the degree of change, would impact the perceived uncertainty of the strategy maker, and further comprehensiveness in strategy-making
- Doctoral Dissertations