Showing papers by "Shaker A. Zahra published in 1990"
TL;DR: A review of previous research on the typology is presented in this paper focusing on four issues: identification and nature of strategic types, the link between strategy and environment, and performance differences among the strategic types.
388 citations
TL;DR: A way to revitalize boards by involving them in mapping corporate strategic directions is proposed and eight conditions for an effective strategic contribution by boards are outlined and areas of potential are specifies to ensure continuous and disciplined contribution to strategy and to effective corporate performance.
101 citations
TL;DR: The role of boards of directors in shaping corporate strategy has increased in importance in recent years as mentioned in this paper. However, evidence suggests that boards differ significantly in their involvement in the strategic arena.
69 citations
TL;DR: In this paper, the authors empirically investigated the effect of congruence (fit) between information technology (IT) and competitive strategy on organizational performance, and derived a conceptual model of strategy-IT fit through moderated regression analysis of data from 156 small banks.
Abstract: The exploratory study empirically investigates the effect of congruence (fit) between information technology (IT) and competitive strategy on organizational performance. Building on anecdotal evidence and existing theory, a conceptual model of strategy-IT fit is derived. The model is tested through moderated regression analysis of data from 156 small banks. The results suggest that the level of technology adoption in itself bears no relationship to financial performance. IT-strategy congruence, however, is associated significantly with organizational performance.
13 citations