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Why do product-market strategies fail? a sociostructural examination under conditions of adherence

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Why do product-market strategies fail? a sociostructural examination under conditions of adherence. / Hughes, P.; Hughes, M.; Morgan, R.E.
In: Group and Organization Management, Vol. 35, No. 5, 12.10.2010, p. 606-635.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Hughes, P, Hughes, M & Morgan, RE 2010, 'Why do product-market strategies fail? a sociostructural examination under conditions of adherence', Group and Organization Management, vol. 35, no. 5, pp. 606-635. https://doi.org/10.1177/1059601110383408

APA

Hughes, P., Hughes, M., & Morgan, R. E. (2010). Why do product-market strategies fail? a sociostructural examination under conditions of adherence. Group and Organization Management, 35(5), 606-635. https://doi.org/10.1177/1059601110383408

Vancouver

Hughes P, Hughes M, Morgan RE. Why do product-market strategies fail? a sociostructural examination under conditions of adherence. Group and Organization Management. 2010 Oct 12;35(5):606-635. doi: 10.1177/1059601110383408

Author

Hughes, P. ; Hughes, M. ; Morgan, R.E. / Why do product-market strategies fail? a sociostructural examination under conditions of adherence. In: Group and Organization Management. 2010 ; Vol. 35, No. 5. pp. 606-635.

Bibtex

@article{697cdd07282942de842c6fbb03274a0c,
title = "Why do product-market strategies fail? a sociostructural examination under conditions of adherence",
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.",
author = "P. Hughes and M. Hughes and R.E. Morgan",
year = "2010",
month = oct,
day = "12",
doi = "10.1177/1059601110383408",
language = "English",
volume = "35",
pages = "606--635",
journal = "Group and Organization Management",
issn = "1059-6011",
publisher = "SAGE Publications Inc.",
number = "5",

}

RIS

TY - JOUR

T1 - Why do product-market strategies fail? a sociostructural examination under conditions of adherence

AU - Hughes, P.

AU - Hughes, M.

AU - Morgan, R.E.

PY - 2010/10/12

Y1 - 2010/10/12

N2 - 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.

AB - 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.

U2 - 10.1177/1059601110383408

DO - 10.1177/1059601110383408

M3 - Journal article

VL - 35

SP - 606

EP - 635

JO - Group and Organization Management

JF - Group and Organization Management

SN - 1059-6011

IS - 5

ER -