Management Heterogeneity, Competitive Interaction Group, and Firm Performance  

Oleh:

Pegels, C. Carl ; Song, Yong I. ; Yang, Baik

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 21 no. 9 (2000), halaman 911-924.
Topik: FIRM; management heterogeneity; competitive; interaction group; firm prformance; top management team; strategic leadership

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.6 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

One of the fundamental problems in strategic management is to map a heterogeneous set of firms in an industry into subsets of firms within which firms are homogeneous in their conduct and performance. The strategic group concept provides an answer to this intriguing question. Researchers in strategic group theory argue that firms within the same strategic group are behaviourally similar and this tend to compete more fiercely within the group than across groups. In this paper, we focus on the question whether firms within the same group show similar decision - making characteristics. Strategic - choice theorists argue that top management teams in firms have substantial discretion in determining the future strategic contour of firms. Upper - echelon theorists also argue that top managers are the strategists who set the direction of firms and the pace of competition in the industry. Further, they argue that top management team characteristics are an important element that determines the market niche in which a firm competes and the strategic direction a firm follows. Based on these arguments, we expect that there will be a significant link between groupling of firms by the patterns of competitive interactions and grouping of firms by top management team heterogeneity. Moreover, we argue that the closer the TMT heterogeneity of a firm is to the dominant heterogeneity in the competitive interaction group, the better it performs.

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