To Be Different, or To Be The Same ? It's A Question (And Theory) of Strategic Balance  

Oleh:

Deephouse, David L.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 20 no. 2 (1999), page 147-166.
Topik: STRATEGIC; differentiation; conformity; competition; legitimation; banking

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.3 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

This paper, addresses the performance consequences of firm - level strategic similarity. Past research observed that firms face pressures to be different and to be the same. By differentiating, firms reduce competition. By conforming, firms demonstrate their legitimmact. Both reduced competition and legitimacy improve performance. This paper begins building a theory of strategic balance by synthesizing the differentiation and conformity perpectives. The theory directs attention to intermediate levels of strategic simlarity where firms balance the pressures of competition and legitimation. Empirical support for the theory is found in a longitudinal study of commercial banks. Several suggestions for developing a theory of strategic balance conclude the paper. The theory's major implication is that firms should be as different as legitimately possible.

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