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題名 Strategic Similarity and Firm Performance: Multiple Replications of Deephouse (1999)
作者 黃國峯
Huang, K.F.
Gong, T.J.
Yu, C.M.J.
貢獻者 企管系
關鍵詞 competition ;  legitimacy ;  multiple replications ;  strategic balance perspective ;  strategic similarity
日期 2019-01
上傳時間 21-七月-2020 13:20:42 (UTC+8)
摘要 Deephouse raised an important question as to whether firms should be different or should be the same. The strategic balance perspective proposed by him suggests that by balancing the competing pressures of conformity and differentiation, a moderate degree of similarity is what contributes most to firm performance. This perspective has been widely accepted by scholars but follow-up studies are few and have achieved mixed results, leaving the knowledge base in this stream on shaky ground. This study conducted multiple replications of Deephouse’s seminal work across 155 manufacturing industries in China and across two methods to examine its replicability, generalizability, and robustness to methods and to provide additional and cumulative information. The results show that strategic balance perspective was replicable, but with context limitations. Our exploratory analyses indicate several possible boundary conditions and promising topics for furthering the development of strategic balance perspective. Theoretical and methodological implications are discussed.
關聯 Strategic Organization, Vol.19, No.2, pp.207-236
資料類型 article
DOI https://doi.org/10.1177/1476127019890342
dc.contributor 企管系-
dc.creator (作者) 黃國峯-
dc.creator (作者) Huang, K.F.-
dc.creator (作者) Gong, T.J.-
dc.creator (作者) Yu, C.M.J.-
dc.date (日期) 2019-01-
dc.date.accessioned 21-七月-2020 13:20:42 (UTC+8)-
dc.date.available 21-七月-2020 13:20:42 (UTC+8)-
dc.date.issued (上傳時間) 21-七月-2020 13:20:42 (UTC+8)-
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130721-
dc.description.abstract (摘要) Deephouse raised an important question as to whether firms should be different or should be the same. The strategic balance perspective proposed by him suggests that by balancing the competing pressures of conformity and differentiation, a moderate degree of similarity is what contributes most to firm performance. This perspective has been widely accepted by scholars but follow-up studies are few and have achieved mixed results, leaving the knowledge base in this stream on shaky ground. This study conducted multiple replications of Deephouse’s seminal work across 155 manufacturing industries in China and across two methods to examine its replicability, generalizability, and robustness to methods and to provide additional and cumulative information. The results show that strategic balance perspective was replicable, but with context limitations. Our exploratory analyses indicate several possible boundary conditions and promising topics for furthering the development of strategic balance perspective. Theoretical and methodological implications are discussed.-
dc.format.extent 200012 bytes-
dc.format.mimetype application/pdf-
dc.relation (關聯) Strategic Organization, Vol.19, No.2, pp.207-236-
dc.subject (關鍵詞) competition ;  legitimacy ;  multiple replications ;  strategic balance perspective ;  strategic similarity-
dc.title (題名) Strategic Similarity and Firm Performance: Multiple Replications of Deephouse (1999)-
dc.type (資料類型) article-
dc.identifier.doi (DOI) 10.1177/1476127019890342-
dc.doi.uri (DOI) https://doi.org/10.1177/1476127019890342-