Efficiency v. structure-conduct-performance: Implications for strategy research and practice

University of Nebraska-Omaha, USA
Journal of Management (Impact Factor: 6.86). 03/1993; 19(1):63-78. DOI: 10.1016/0149-2063(93)90045-O


The strategic management field has derived many of its theoretical concepts from other social science disciplines including economics, psychology, and sociology. Industrial organization (10) economics and the structure-conduct-performance paradigm, in particular, provided many of the building blocks upon which strategy formulation was constructed (Barney, 1986; Harrigan, 1981; Porter, 1981). However, some researchers are now questioning this transfer of theory from IO economics to Strategic Management (Barney, 1986; Conner, 1991; Hirsch & Friedman, 1986; Rumelt, 1984).

Download full-text


Available from: Abagail Mcwilliams, Oct 03, 2015
775 Reads
  • Source
    • "In the context of this study, Operational Efficiency is defined as the extent to which changes in the cash conversion cycle, operating expenses to sales revenue ratio, operating cash flow, total asset turnover, total debt to total assets ratio, firm size, and operating risk impact the future performance of the firm. The term 'efficiency' is viewed in both the industrial organization and strategic management literature as the product of firm-specific factors such as management skills, innovation, cost control, and market share as determinants of current firm performance and its stability (Abuzayed & Molyneux, 2009; McWilliams & Smart, 1993). Although the concept of efficiency has been used widely for bank valuation, it has not been used greatly in valuation studies related to other private industry firms. "
    [Show abstract] [Hide abstract]
    ABSTRACT: This study investigated the relationship between changes in operational efficiency and changes in future performance of Indian manufacturing firms applying a correlational research design. A sample of 244 firms was selected from the top 500 companies listed on the Bombay Stock Exchange (BSE) for a period of five years (from 2008–2012). The findings of this study indicate that changes in operational efficiency play a role in the future performance of Indian manufacturing firms. This study contributes to the literature on the factors that cause changes in firms' future performance. The findings may be useful for financial managers, operations managers, investors, financial management consultants, and other stakeholders.
  • Source
    • "The missionary ideal was marginalized from the philosophy of the service because of court's intervention, and probation work transformed from a largely social activity into a more technical type of work. In fact, while initially zeal in helping others was the major requirement for those who wanted to work in probation, after court and Home Office resolutions of 1936, the competence pool demanded from officers and potential officers widened, and their way of performing became more technical McWilliams (1983). The type of theoretical and empirical knowledge and the philosophy that characterized the probation service from that moment on became that of social assistance rather than vocation. "
    [Show abstract] [Hide abstract]
    ABSTRACT: This article is Closed Access. It was published in the International Journal of Public Sector Management [© Emerald], available at Purpose – The purpose of this paper is to explore the implications of new public management and modernization reform policies on control in the probation service. Design/methodology/approach – The paper takes interpretivist, qualitative approach. It is based on ethnographic data, collected over a one-year period in an English regional probation service. In the course of the fieldwork, 45 employees were interviewed. Data were also collected through participant observation and analysis of formal documents. Findings – The paper suggests that new public management and modernization reform policies are interpreted by organizational actors as control mechanisms per se. Originality/value – Findings can be relevant for understanding the “control” side of the reform policies in the public sector. To date those policies have been mainly considered as driven by change rather than by control. Closed access
    International Journal of Public Sector Management 08/2010; 23(6). DOI:10.1108/09513551011069013 · 0.32 Impact Factor
  • Source
    • "The industrial economics (IE) literature examines industry structure, analysing monopolies and oligopolies (McWilliams and Smart, 1993; Stigler, 1964). This literature generally does not include analyses of the interactions among organizations, although some authors explore cartel network operations from the industrial economics perspective (Economides, 1996). "
    [Show abstract] [Hide abstract]
    ABSTRACT: This paper describes the impact of external environmental forces on cartel networks. Using a case research approach, this report examines two leading business networks within one industry, over time. The results suggest that (a) bargaining power of intermediaries increases with the advent of new and powerful actors, (b) process activities that cartels previously controlled are being outsourced to new actors sometimes based in developing countries, (c) other actors are acquiring resources once dominated by a cartel, (d) external forces triggered by the illegal diamond trade, such as international regulatory constraints, no longer favour cartels like De Beers, and (e) over time, these and additional environment factors are forcing actors like De Beers who perform rigid process activities to become more flexible. For example, forces are moving cartels which relied previously on hand-picked intermediaries in highly controlled networks to market their products to adopt a flexible market-focused expansion of operations in retail contexts.
    Industrial Marketing Management 02/2010; 39(2-39):202-210. DOI:10.1016/j.indmarman.2008.11.009 · 1.93 Impact Factor
Show more