Matching Strategies and Strategy Making

Process, Content, and Performance

Bibliographic Data

ID9890070
AuthorsDanny Miller (0000-0001-8428-7640, Ecole des Hautes Etudes Commerciales and McGill University, corresponding author)
Year1989
Volume42
Issue3
Pages241-260
Publication date1989-03-01
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/001872678904200303
OpenAlexW1995352647
LanguageEN
Citations received1
References cited32

The relationships between Porter's (1980) business strategies and the process of strategy making are investigated. The complexity of a strategy is shown to be associated with the intensity of information processing and managerial interaction used in its development and implementation. Porter's strategy of innovative differentiation related significantly to information processing, interaction, and assertiveness in strategy making, especially among the most profitable firms, cost leadership had very few notable associations with decision making, and focus strategies related inversely to information processing

Assertiveness · Business · Cognitive psychology · Competitive advantage · Cost leadership · Focus (optics · Information processing · Information processing theory · Knowledge management · Matching (statistics · Process (computing · Process management · Strategy implementation · Business Strategies and Innovation · Business Strategy and Innovation · Computer Science · Innovation and Knowledge Management · Marketing · Psychology · Social Psychology

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