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|Title: ||Business-level strategy and performance: The moderating effects of environment and structure|
|Authors: ||Nandakumar, M.K.|
|Keywords: ||Manufacturing industries|
|Issue Date: ||2010 |
|Publisher: ||Management Decision-Emerald Group Publishing Limited|
|Abstract: ||Purpose – This study aims to examine the moderating effects of external environment and organisational structure in the relationship between business-level strategy and organisational performance.
Design/methodology/approach – The focus of the study is on manufacturing firms in the UK belonging to the electrical and mechanical engineering sectors, and espondents were CEOs. Both objective and subjective measures were used to assess performance. Non-response bias was assessed
statistically and appropriate measures taken to minimise the impact of common method variance (CMV). Findings – The results indicate that environmental dynamism and hostility act as moderators in the relationship between business-level strategy and relative competitive performance. In low-hostility environments a cost-leadership strategy and in high-hostility environments a differentiation strategy lead to better performance compared with competitors. In highly dynamic environments a cost-leadership strategy and i...|
|Description: ||Abby Ghobadian
Henley Business School, Henley-on-Thames, UK, and
Bristol Business School, UWE Bristol, Bristol, UK.
Vol. 48 No. 6, 2010
q Emerald Group Publishing Limited
|Appears in Collections:||Journal Articles|
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