The performance impact of strategy - manager coalignment: An empirical examination
Article first published online: 8 NOV 2006
Copyright © 1991 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 12, Issue 7, pages 509–522, October 1991
How to Cite
Thomas, A. S., Litschert, R. J. and Ramaswamy, K. (1991), The performance impact of strategy - manager coalignment: An empirical examination. Strat. Mgmt. J., 12: 509–522. doi: 10.1002/smj.4250120704
- Issue published online: 8 NOV 2006
- Article first published online: 8 NOV 2006
- Manuscript Revised: 3 JUN 1991
- Manuscript Received: 30 JUL 1990
- Miles and Snow;
- strategy performance and top management
This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.