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Strategic Management Journal Vol. 29, No. 1 (Jan., 2008) , pp. 1-26 (26 pages) Published By: Wiley https://www.jstor.org/stable/20141998 Read and download Log in through your school or library Monthly Plan
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Abstract We examine the fit between a firm's product market strategy and its business model. We develop a formal model in order to analyze the contingent effects of product market strategy and business model choices on firm performance. We investigate a unique, manually collected dataset, and find that novelty-centered business models--coupled with product market strategies that emphasize differentiation, cost leadership, or early market entry--can enhance firm performance. Our data suggest that business model and product market strategy are complements, not substitutes. Journal Information Strategic Management Journal publishes original refereed material concerned with all aspects of strategic management. It is devoted to the improvement and further development of the theory and practice of strategic management and it is designed to appeal to both practising managers and academics. Strategic Management Journal also publishes communications in the form of research notes or comments from readers on published papers or current issues. Editorial comments and invited papers on practices and developments in strategic management appear from time to time as warranted by new developments. Overall, SMJ provides a communication forum for advancing strategic management theory and practice. Such major topics as strategic resource allocation; organization structure; leadership; entrepreneurship and organizational purpose; methods and techniques for evaluating and understanding competitive, technological, social, and political environments; planning processes; and strategic decision processes are included in the journal. Strategic Management Journal is currently published 13 times a year. Publisher Information Wiley is a global provider of content and content-enabled workflow solutions in areas of scientific, technical, medical, and scholarly research; professional development; and education. Our core businesses produce scientific, technical, medical, and scholarly journals, reference works, books, database services, and advertising; professional books, subscription products, certification and training services and online applications; and education content and services including integrated online teaching and learning resources for undergraduate and graduate students and lifelong learners. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of information and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Wiley has published the works of more than 450 Nobel laureates in all categories: Literature, Economics, Physiology or Medicine, Physics, Chemistry, and Peace. Wiley has partnerships with many of the world’s leading societies and publishes over 1,500 peer-reviewed journals and 1,500+ new books annually in print and online, as well as databases, major reference works and laboratory protocols in STMS subjects. With a growing open access offering, Wiley is committed to the widest possible dissemination of and access to the content we publish and supports all sustainable models of access. Our online platform, Wiley Online Library (wileyonlinelibrary.com) is one of the world’s most extensive multidisciplinary collections of online resources, covering life, health, social and physical sciences, and humanities. Rights & Usage This item is part of a JSTOR Collection. Just for you: FREE 60-day trial to the world’s largest digital library.The SlideShare family just got bigger. Enjoy access to millions of ebooks, audiobooks, magazines, and more from Scribd. Read free for 60 days Cancel anytime. Are corporations that operate in at least two different product market areas one stable and one variable in the stable areas efficiency is emphasized?They tend to emphasize creativity over efficiency. Analyzers are corporations that operate in at least 2 different product-market areas, one stable and one variable. In the stable areas, efficiency is emphasized. In the variable areas, innovation is emphasized.
What are the two factors that tend to determine whether an industry will be primarily Multidomestic or primarily global?The factors that tend to determine whether an industry will be primarily multi-domestic or primarily global are pressure for coordination within the multi-national operations operating in that industry and pressure for local responsiveness on the part of individual country markets.
When strategic managers have a willingness to reject unfamiliar as well as negative information it is referred to as?Strategic myopia is the willingness to reject unfamiliar as well as negative information.
Which of the following is not descriptive of a high level of bargaining powers of buyers?Which of the following is NOT descriptive of a high level of bargaining powers of buyers? A buyer earns high profits and is very insensitive to costs and service differences. Competitive intelligence is an informal program of gathering information on a company's competitors. You just studied 98 terms!
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Are corporations that operate in at least two different product market areas one stable and one variable?
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