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dc.contributor.authorHorovitz, J.H.
dc.contributor.authorThiétart, Raymond-Alain
dc.date.accessioned2014-06-13T08:28:12Z
dc.date.available2014-06-13T08:28:12Z
dc.date.issued1982
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/13447
dc.language.isoenen
dc.subjectPlanification stratégiqueen
dc.subjectEfficacité de l'organisationen
dc.subjectGestion d'entrepriseen
dc.subjectstrategyen
dc.subjectfirm performanceen
dc.subjectmanagement systemen
dc.subject.ddc658.4en
dc.subject.classificationjelM10en
dc.subject.classificationjelL10en
dc.subject.classificationjelL25en
dc.titleStrategy, management design and firm performanceen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenOne of the requirements for a strategy to be successful is the use of the proper management system to implement it. The purpose of this paper is to report on an empirical investigation dealing with this issue. Specifically the research attempts to answer the following general questions: Do successful firms use a different type of match between their strategy and their management system than unsuccessful ones (description)? If so, for a given strategy, what are the best ‘organizational arrangements’ (management system) which are likely to lead to a firm's success? Do firms using the prescribed fit or match between strategy and management system get better overall results (prediction)? Management system or design is here defined as the processes of organizing, planning and controlling, staffing and directing in a company.en
dc.relation.isversionofjnlnameStrategic Management Journal
dc.relation.isversionofjnlvol3en
dc.relation.isversionofjnlissue1en
dc.relation.isversionofjnldate1982
dc.relation.isversionofjnlpages67-76en
dc.relation.isversionofdoihttp://dx.doi.org/10.1002/smj.4250030106en
dc.relation.isversionofjnlpublisherWileyen
dc.subject.ddclabelDirection d'entrepriseen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen


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