+44 (0)1509 263171
Please use this identifier to cite or link to this item:
|Title: ||Why do product-market strategies fail? A sociostructural examination under conditions of adherence|
|Authors: ||Hughes, Paul|
Morgan, Robert E.
|Issue Date: ||2010|
|Publisher: ||SAGE (© the authors)|
|Citation: ||HUGHES, P., HUGHES, M. and MORGAN, R., 2010. Why do product-market strategies fail? A sociostructural examination under conditions of adherence. Group and Organization Management, 35 (5), pp.606-635.|
|Abstract: ||The authors contend that structural and managerial antecedents of strategy failure exist and the extent to which these determine failure is different under conditions of high and low adherence to strategy. Our results support these arguments and demonstrate that the drivers of failure differ according to the unusual strategy process environment of both types of firms. Resource scarcity is found to be a common antecedent to strategy failure in organizations regardless of adherence. From there, managerial conditions (symbolic information use, strategy championing, and tenure) drive strategy failure in high-adherence firms. However, only structural conditions (formalization and resource scarcity) are antecedents of strategy failure in low-adherence firms, while failure is mitigated by centralized decision making.|
|Description: ||HUGHES, P., HUGHES, M. and MORGAN, R., 2010. Why do product-market strategies fail? A sociostructural examination under conditions of adherence. Group and Organization Management, 35 (5), pp.606-635. Copyright © the authors. Reprinted by permission of SAGE Publications.|
|Version: ||Accepted for publication|
|Publisher Link: ||https://doi.org/10.1177/1059601110383408|
|Appears in Collections:||LUPIN Imports|
Files associated with this item:
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.