To be different, or to be the same? It's a question (and theory) of strategic balance

Article Abstract:

An integrative theory of strategic balance is developed to examine the conflict experienced by firms between the need to be different from the competition and the need to be same. Differentiation and conformity can both improve performance in that the former reduces competition while the latter demonstrates legitimacy. A longitudinal study of commercial banks in a single market, the Minneapolis-St Paul metropolitan area in Minnesota, during the period 1985-1992 provides support for the integrative theory of strategic balance. Statistical analysis of the theory implies that the best option for firms is to differentiate as legitimately as possible.

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Do strategic groups differ in reputation?

Article Abstract:

Research presented concerns the performance of strategic groups in firms, focusing on the relationship between group identity and reputation. This relationship is examined in the US property and casualty insurance industry, and finds that groups with greater reputations also have greater performances on some measures.

Management Theory & Techniques, Statistical Data Included, Management, Insurance industry, Work groups, Teamwork (Workplace), Organizational effectiveness

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Competitive positioning within and across a strategic group structure: the performance of core, secondary, and solitary firms

Article Abstract:

The authors study the behavior of a group of firms in the same industry in a competitive situation to determine the degree to which strategic groups affect competitive outcome.

United States, Canada, Science & research

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