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Strategic Adaptability and Firm Performance: A Market-Contingent Perspective
Daryl O. McKee, P. Rajan Varadarajan and William M. Pride
Journal of Marketing
Vol. 53, No. 3 (Jul., 1989), pp. 21-35
Published by: American Marketing Association
Stable URL: http://www.jstor.org/stable/1251340
Page Count: 15
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The authors test the proposition that the effectiveness of a particular strategic orientation-reactor, defender, analyzer, and prospector-is contingent upon the dynamics of the market. In mildly volatile markets, analyzer organizations are found to outperform other organization strategy types. However, in more volatile markets, the strategy-performance alignment is less clearly determined by the market environment.
Journal of Marketing © 1989 American Marketing Association