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|Título: ||Business strategy and organisational performance: an analysis of the portuguese mould industry|
|Autor: ||Rodrigues, Susana Cristina Serrano Fernandes|
|Palavras-chave: ||Business strategy|
|Issue Date: ||Jul-2002|
|Resumo: ||There is a vast literature on business strategy and organisational performance particularly
within an American context. However, little attention has been given to the development of a
more complete, integrated and holistic view of the inter-relationships between business
strategy, the dynamics of strategy and organisational performance: this is the key aim of this
The current research, attempts, based on Miles and Snow’s (1978) strategic typology, to
understand the process of business strategy development and the overall implications on
organisational performance in the context of the Portuguese mould industry. The purpose is
• Test the applicability of Miles and Snow’s strategic typology to the Portuguese mould
manufacturing industry, using a series of cross-sectional studies covering the period
from 1980 to 1997 in five tranches.
• Test the dynamics of Miles and Snow’s strategy types, using longitudinal analysis
specifically to explore how business strategy has evolved over the years in response to
environmental changes (from 1980 until 1997).
• Test the overall implications of the static and the dynamic viewpoint of Miles and
Snow’s strategy types on organisational performance.
Data was collected using a variety of methods including in-depth, face-to-face interviews
with top managers, and the development of a highly detailed questionnaire survey instrument
conducted in 63 Portuguese mould manufacturing firms. The firms contacted represented
70% of all firms in the sector.
The current research reveals that the typology is applicable to the Portuguese mould
manufacturing sector. All the four strategy types were reported by top managers with
Defenders, Prospectors, Analysers far outnumbering the Reactor strategic type. While many
findings were consistent with the typology, some inconsistencies were found and these are
suggested to be related to the organisational size of the strategy types in this industry, and its
The current research findings have also shown that, contrary to the theory expectations,
organisations do change their strategy over time. Firms have changed their strategy from
Defenders to primarily Analysers. The research also reveals that there are significant
differences in organisational performance between types of firms from a cross-sectional
perspective, as well as from a dynamic viewpoint. In a constantly changing environment,
Prospectors have outperformed Defenders.
The conceptual framework - and resultant operational model developed - have proved to be
an effective tool in improving our understanding of the complex inter-relationships between
business strategy, generic strategy and organisational performance, that will assist managers
and economic developers to improve the quality of their decision-making.|
|Descrição: ||Tese apresentada à Universidade de Wolverhampton para obtenção do grau de Doutor em Filosofia, orientada por Les Worrall|
|Appears in Collections:||Teses de Doutoramento|
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