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A review of empirical research on dynamic competitive strategy, страница 5

To summarize the results of the literature review, we formed a review matrix by juxtaposing the elements of the framework. Rows represent independent elements and columns represent dependent ones. A three-digit key (001 to 137) is used to code the studies and sort them into relevant links, first between antecedents and competitive strategy, then between strategic actions and adaptations and outcomes. Figure 2 represents the completed review matrix, which is intended to be a summary of the major research questions that we pursued.

Figure 2. Review matrix.

Рисунок 2 статья 1

We read each of the articles in order to assign them properly to the correct slot in the matrix according to our assessment of the links explored. While the analysis of article content was both consistent and comprehensive, we are aware that there is a certain amount of subjectivity involved. Table 2 therefore provides the detailed results of the categorizations as well as a summary of the period of time covered by the study, its sample size, the assessment of the links explored, and key findings for further reference.

Table 2. Detailed results of study-by-study review
No.	Author(s)	Industry region	Sample size, period	Linkage(s)	Key findings
001	Afuah (2000)	Computer workstation makers US	23 firms, 1972–1992	A1–S3 S3–O5	Firms have to adjust their cooperative strategies after technological change in order to preserve their capabilities that reside in the network and to avoid negative performance implications.
002	Ahuja and Katila (2004)	Chemical industry US	‘Leading US firms’, 1979–1992	A1–S3 S3–O8	Technological exhaustion influences the subsequent R&D science-search intensity of a firm. The intensity of science search is related to firm innovativeness in a U-shaped manner.
003	Ahuja and Lampert (2001)	Chemical industry Global	97 firms, 1980–1995	S3–O1	Firms adhere to familiar paths and search patterns, or ones close to them, and hence are hindered in making breakthroughs. Strategies that allow for experimentation with novel, pioneering and emerging technologies foster breakthrough-innovation.
004	Ailwadi et al. (2001)	Consumer goods industry US	24 product categories, 1990–1996	S3–O3	Competitor responses to marketing mix changes are related to how strongly the competitor's market share is affected and to structural factors such as market position and multimarket contact.
005	Amburgey and Dacin (1994)	Mining and manufacturing industry US	262 firms, 1949–1977	A7–S2 S2–O7	There is a reciprocal relationship between strategy changes and structural changes. Strategy is a more important determinant of structure, than structure is of strategy.
006	Amburgey et al. (1993)	Newspaper industry Finland	1.011 firms, 1771–1963	A7–S1 S1–O5	Organizational change (in strategic and structural newspaper characteristics) increases failure rates. The strength of the disruptive effect as well as the overall level of inertia increases with the age of the organization. Organizations pass from periods of turbulence to periods of stability.
007	Audia et al. (2000)	Airline industry and trucking industry US	25/125 firms, 1974–1983/1976–1985	A5–S1 S1–O5	The better the financial performance of a firm before deregulation, the less likely it is to change its strategy after deregulation. The greater the degree of resistance to change, the greater the subsequent decline in performance.
008	Baird et al. (1988)	Office equipment/ electronic computing industry US	46 firms, 1977–1981	A4–S1	In settings with high environmental volatility firms exhibit changes in strategy as well as variations in the importance of strategic decision variables. Both have to be considered in strategic group analysis.
009	Banker et al. (1996)	Telecommunications US	35 firms, 1975–1987	A1–S1 A2–S1	Changes in telecommunication technology and market liberalization lead to changes in competitive strategies and the overall competitive situation.
010	Barker and Duhaime (1997)	Manufacturing firms US	120 firms, 1974–1988	A4–S1 A5–S1 A7–S1 A8–S1	Firms change strategies in response to declines in performance. The degree of change depends on the need for change (degree of decline; external events) and the capacity for change (management changes, firm-specific factors; resources).
011	Barker et al. (2001)	Heterogeneous industries US	154 firms, (1975–1989)	A7–S1 S1–O7	High levels of top management team replacements are positively associated with changes in a firms’ competitive strategy during turnarounds. Top management team replacements vary with amount of time a strategic orientation has been in place.
012	Barnett and Freeman (2001)	Semiconductor manufacturer US	Entire industry, 1946–1984	S2–O5	Strategies oriented towards a large number of new product introductions lower organizational mortality. However, a large number of simultaneous new product introductions increase organizational mortality.
013	Barr and Huff (1997)	Pharmaceutical industry US	6 firms, 1950–1970	A2–S1	Firms adjust their strategies in response to regulatory changes. Faster firms cannot be distinguished by their attention to legislative changes. A necessary condition for action is that firms see their welfare directly affected and identify multiple effects of environmental change that are supported by other indicators.
014	Baum and Korn (1996)	Commuter air carriers US (California)	15 carriers 1979–1984	A3–S2 S2–O3	Increases in market domain overlap increase the rate at which competitors enter and exit markets. Increases in multimarket contact lower entry and exit rates, especially in markets dominated by a strong player.
015	Baum and Korn (1999)	Commuter air carriers US (California)	15 carriers, 1979–1984	S2–O3	Multimarket contact between competitors arises through uncoordinated ’chance’ activities and purposeful strategic activity. Overall, uncoordinated chance activities are more likely to result in multimarket contact between competitors than are purposeful strategic attempts.
016	Baum and Oliver (1991)	Child care service Canada		S4–O5	Institutional links significantly increase survival. This effect depends on the characteristics of the organization, and increases with the intensity of competition.
017	Bettis and Weeks (1987)	Instant photography	2 firms (Kodak, Polaroid), 1976–1977	A3–S1 S1–O5	Competitive strategy consists of complex sequences of strategic actions and responses. Overall competitive strategy and individual strategic moves influence financial returns of companies.
018	Bierly and Chakrabarti (1996)	Pharmaceutics US	21 firms, 1977–1991	S1–O5	Knowledge strategy is an important element of competitive strategy. Knowledge strategy groups tend to be stable over time, and have performance implications.
019	Boeker (1989)	Semiconductor industry US	51 firms, post-foundation period	A6–S1 A7–S1	The initial structural and strategic characteristics of a firm at founding imprint its strategy. Subsequent conditions, such as performance and the tenure of the founding entrepreneur, determine the degree to which the strategy continues.
020	Boeker (1997)	Semiconductor industry US	67 firms, 1976–1993	A7–S2	Product market strategies are shaped by executive migration. After migration the firm focus on prior areas of exposure of the migrated manager. This effect is strongest for managers with R&D and engineering backgrounds.
021	Boeker et al. (1997)	Hospital industry US	286 hospitals, 1980–1986	A3–S2 A5–S2	The degree to which competitors compete in similar markets negatively influences market exit. Organizations that experience CEO changes and poor performance trigger market exits.
022	Bogner et al. (1996)	Pharmaceutics EU firms in US	29 firms, 1969–1988	A8–S1	Foreign firms initially enter markets where entry barriers are lowest, build presence incrementally, and then choose long-term competitive positions and response patterns that reflect the parents’ resource bases.
023	Bohman and Lindfors (1998)	Heterogeneous industries Asia/Pacific	90 firms, varying periods	A5–S1	Western and Chinese firms differ in their strategic responses to periods of poor performance.
024	Boyer (1999)	Metal working industries	112 plants, 1994–1996	A7–S3 S3–O5	Manufacturing involvement in business strategies increases strategic investment in advanced manufacturing technologies. Such investments increase subsequent performance.
025	Bruton et al. (2003)	Heterogeneous industries 3 Asian regions	90 firms, 1979–1989	S3–O5	Firms exhibit strategic changes in response to financial crisis. The nature of strategic adaptation differs between Western and Asian countries.
026	Capron et al. (1998)	Manufacturing companies Europe/America	190 firms, 1988–1992	A7–S3	Functional resources for competitive strategies (R&D, manufacturing, marketing, managerial and financial) are frequently redeployed after horizontal acquisitions.
027	Carpenter (2000)	Heterogeneous industries US	314 firms, 1991–1998	A7–S1	Strategic changes are influenced by changes in CEO pay structure. This effect varies with the prior performance level of the firm.
028	Cattani (2005)	Fiber optics US	206 firms, 1970–1995	S3–O5	Technological performance depends on a firm's stock of relevant resources, and the extent to which it can strategically build on them in new domains.
029	Caves and Ghemawat (1992)	Heterogeneous industries US	59 businesses, 1979–1983	S1–O5	Differentiation-related advantages tend to be more important for intra-industry profit differentials than cost advantages. Differentiation advantages influence profitability and market share, cost advantages primarily increase market share.
030	Chen and Miller (1994)	Airline industry US	32 airlines, 1979–1986	S1–O3	The visibility of an attack, and the centrality of the markets attacked, determine the number of competitive responses. The extent of competitive reactions will have a negative impact on firm performance.
031	Chen et al. (1992)	Airline industry US	32 airlines, 1979–1986	S1–O3	Competitive responses are influenced by the actions that invoke them. The number of competitors affected and the importance of markets attacked increases the number of responses. Implementation effort reduces the number, and delays the timing, of responses.
032	Christensen and Bower (1996)	Disk drive industry	6 firms, 1976–1990	S3–O1	Incumbents and new entrants differ in innovation strategies. Established firms tend to use existing technologies, while entrants lead in disruptive technologies.
033	Cockburn et al. (2000)	Pharmaceutical industry US	10/16 firms, 1965–1990/1980–1997	A7–S3 A8–S3 S3–O5	The adoption of a ‘science driven’ R&D strategy depends on initial firm conditions (organizational structure and resources) and the choice of strategic response to changes in the environment.
034	Cool and Diericks (1993)	Pharmaceutical industry US	22 firms, 1963–1982	S1–O5	Conditions of rivalry within and between strategic groups affect performance.
035	Cool and Schendel (1987)	Pharmaceutical industry US	22 firms, 1963–1982	A1–S1 S1–O5	Changes in the strategic group structure of an industry are triggered by major environmental changes. The only performance differences can be observed in terms of market shares.
036	Cool and Schendel (1988)	Pharmaceutical industry US	22 firms, 1963–1982	S1–O5	Strategic group membership has performance implications. However, risk–return relationships vary between strategic periods.
037	Craig (1996)	Beer industry Japan	4 firms, 1979–1992	A3–S3	Constant and intense changes in the nature of competition create a need for significant organizational and strategic changes and influence the competitive landscape and firm profitability.
038	Curry and Riesz (1988)	Heterogeneous industries	62 product forms, varying time periods	A4–S3	Pricing strategies of competitors converge over product life cycles.
039	Deephouse (1999)	Commercial banks US	159 banks, 1985–1992	A3–S1 S1–O5	Firms determine how much they will deviate from industry competitors by balancing competition and legitimacy pressure. Intermediate positions seem to be the most profitable.
040	Dos Santos and Pfeffers (1995)	Banking industry US	2.534 banks, 1971–1979	S2–O5	First-mover strategies have a positive impact on performance and market share. Early followers do not benefit from similar effects.
041	Dreyer and Gronhaug (2004)	Fish processing industry Norway	70 firms, 1977–1995	S1–O5	Firms perform better in turbulent settings when they have a significant degree of strategic flexibility along four dimensions.
042	Dussauge et al. (2000)	Manufacturing industries US and Canada	227 alliances, varying time periods	S4–O8	Strategic ’link alliances’ lead to greater levels of learning and capability acquisition, and are more likely to be reorganized or taken over than 'scale alliances’.
043	Eisenhardt and Schoonhoven (1996)	Semiconductor firms US	98 firms, 1978–1988	A3–S4 A4–S4 A6–S4 A7–S4	The degree to which a firm relies on strategic alliances depends on the number of competitors, maturity of the market, competitive strategy and top management team characteristics.
044	Ferrier (2001)	Heterogeneous	32 firms, 1987–1993	A5–S1 A7–S1 A8–S1 S1–O5	A firm's sequence of competitive actions (volume, duration, complexity, predictability), and hence its relative performance, are influenced by past performance, top management team heterogeneity, slack resources and industry characteristics.
045	Ferrier et al. (1999)	Heterogeneous	82 firms, 7 years of data	S1–O5	Industry leaders that pursue less aggressive strategies have simpler action repertoires, are slower to act and are more likely to experience market share erosion.
046	Fiegenbaum and Thomas (1990)	Insurance industry	33 firms, 1970–1984	S1–O5	Membership in a strategic group has performance implications. Group structure and membership change over time.
047	Fiegenbaum and Thomas (1993)	Insurance industry	33 firms, 1970–1984	S1–O5	The strategic group structure of an industry consists of stable and unstable groups. There are stable performance differences over groups and time. Change processes are best described by quantum changes. There is a low level of firm mobility between groups.
048	Fiegenbaum and Thomas (1995)	Insurance industry	33 firms, 1970–1984	A3–S1 S1–O3	Strategic groups act as a reference point for group members in formulating and adjusting competitive strategies. Member firms attempt to build and reinforce strategic group barriers.
049	Flier et al. (2003)	Financial service industry Europe	12 firms, 1972–1999	A3–S1 A7–S1	Environmental selection, institutional effects of other firms in the environment, and managerial intentions are factors that serve to explain the strategic renewal behavior of banks.
050	Fombrun and Ginsberg (1990)	Heterogeneous industries	352 firms, 1977–1984	A4–S1 A5–S1 A7–S1 A8–S1	Environmental volatility and prior performance have a curvilinear impact on the propensity of firms to change their strategic posture. Change is inhibited by firm size and prior resource deployments.
051	Fryxell (1990)	Heterogeneous US	744 firms, 1975–1983	S3–O5	The impact of R&D strategy on firm performance depends on whether firms follow differentiation or cost leadership strategies.
052	Galbraith et al. (1994)	Navy Information Systems US	16 firms, 1984–1989	A2–S1	Firms change their service and vertical integration strategies in response to regulatory changes.
053	Garcia-Pont and Nohria (2002)	Automobile industry	35 firms, 1980–1989	A3–S4	The probability of a firm following an alliance strategy increases with the density of alliances in their strategic group. Competitors with similar characteristics are used as reference points.
054	Gimeno and Woo (1996)	Airline industry US	48 airlines, 1984–1988	A3–S1	The intensity of rivalry decreases considerably with multimarket contacts, and increases moderately with strategic similarity. Both effects should be taken into consideration separately when analyzing the dynamics of competitive rivalry.
055	Glen and Hambrick (1995)	Airline industry US	28 airlines, 1985–1986	A7–S1	Small firms are more active in initiating, and faster in executing, their own competitive actions, but slower in responding to competitive attacks.
056	Golden and Zajac (2001)	Hospital industry US	3198 hospitals, 1985–1990	A7–S2	Strategic change is affected by board demography and board processes. The more powerful the board, the stronger the effect.
057	Goodstein and Boeker (1991)	Hospital industry US	327 hospitals, 1980–1986	A3–S2 A7–S2	Changes in ownership and changes in the board of directors both have significant independent and interactive effects on strategic change. Regulatory changes also trigger strategic change.
058	Goodstein et al. (1994)	Hospital industry US	334 hospitals, 1980–1985	A7–S2	The size and diversity of a board of directors affect its ability to initiate strategic change.
059	Gordon et al. (2000)	Furniture and computer software industry	120 firms, 1987–1993	A4–S1 A7–S1	Environmental volatility and CEO succession are antecedents to strategic reorientation. Low past performance does not increase the likelihood of strategic reorientation.
060	Greve (1995)	Radio stations US	560 stations 1984–1993	A3–S1 A7–S1	Strategic adjustments by organizations in a reference group are contagious. The degree of influence depends on market size and size of the organization.
061	Greve (1996)	Radio stations US	473 stations 1984–1993	A3–S1 A7–S1 A8–S1	Ownership or format changes reduce organizational inertia and increases the likelihood of strategic adaptation. Organizational resources can influence the direction of strategic change. Mimetic behavior is an important vehicle of spreading innovation in an industry.
062	Greve (1998a)	Radio stations US	160 markets, 1984–1992	A4–S2 A5–S2 A6–S2	Strategic decisions to change formats are guided by performance relative to the social aspiration level, opportunities presented by market dynamics and momentum through prior format changes.
063	Greve (1998b)	Radio stations US	US commercial radio stations 1984–1993	A3–S1	Recently innovated market positions are diffused through mimetic adoption by organizations that can easily observe them and see them as relevant to their market situations.
064	Greve (2000)	Banking industry Japan	Tokyo banks, 1894–1936	A3–S2 A7–S2 A8–S2	Entry strategy decisions are influenced by the local competitive environment, the actions of large organizations, organizational experience and size of the focal firm.
065	Greve and Taylor (2000)	Radio stations US	157 markets, 1984–1992	A1–S1	Innovations influence the rate of non-mimetic change in a market. Innovations in larger or closer markets have a greater effect, while those by larger organizations have a smaller effect.
066	Grimm and Smith (1991)	Railroad industry US	27 firms, pre-/ post-deregulation	A7–S1	The characteristics of a firm's managers determine the likelihood of changes in strategy after deregulation.
067	Gronhaug and Falkenberg (1989)	Heterogeneous industries	7 firms, 1977–1982	A4–S1	Perceptions of how a firm has changed its strategy following a change in the environmental differ across firms.
068	Gulati (1999)	Heterogeneous industries/regions	166 firms, 1980–1989	A8–S4	Accumulated network resources from participation in prior alliances positively influence the firms’ strategic decision to enter new alliances.
069	Hagedoorn and Sadowski (1999)	Heterogeneous	2.848 firms, 1970–1994	S4–O7	Technological alliances do not usually result in M&As.
070	Hagedoorn and Schakenraad (1994)	Information technology and electronics	364 firms, 1982–1986	S4–O5	Content and direction of strategic alliance linkages influence profitability in several industries.
071	Haveman and Nonnemaker (2000)	Savings and loan industry US	321 firms, 1977–1991	A3–S2	Competitive market structure and the extent of multimarket contact influence a firm's product/market strategy.
072	Haveman et al. (2001)	Hospital and savings and loan industry	119 hospitals, 1978–1991, 216 thrifts, 1977–1986	A2–S2 S2–O5	Regulatory change prompts changes in a firm's strategic scope of operations and executive leadership. Both changes affect post-regulatory performance.
073	Henderson and Cockburn (1994)	Pharmaceutical industry Europe, US	10 firms, 1975–1988	S3–O5	A firm's R&D resources, and the way it deploys them, are significant determinants of its R&D productivity.
074	Hitt et al. (1996)	Industrial firms	250 firms, 1985–1991	A7–S3	Firm structure changes and control mechanism influence strategic changes in internal and external innovation orientation.
075	Hoskisson and Johnson (1992)	Manufacturing industries	101 firms, 1979–1989	A6–S3	Changes in a firm's diversification affect its R&D strategy.
076	Huff and Robinson (1994)	Consumer goods industry	95 observations, 1960–1974	S2–O5	The longer the lag between the first mover and its follower, the larger the first mover's market share advantage. Subsequent years of competitive rivalry slowly erode this advantage.
077	Ingram (1996)	Hotel industry US	989 chains, 1896–1980	S3–O5	Naming strategies are the result of a trade-off between local adaptation and strategic consistency. Consistent strategies lead to lower failure rates.
078	Jones (2003)	Telecommunication switchings	56 firms, 1972–1994	S3–O5	Product line changes after radical technological change explain significant variations in firm performance.
079	Kelly and Amburgey (1991)	Airline Industry US	136 air carriers 1962–1985	A2–S1 A7–S1	Discontinuous regulatory change in the airline industry is not associated with an increased probability of change in strategic orientation. Strategic reorientation is less likely for longer-established organizations, weakly influenced by organizational size, and unrelated to organizational survival.
080	Ketchen and Palmer (1999)	Hospital industry US	39 hospitals, 1986–1990	A5–S2	Poor performance leads to subsequent strategic changes in products and services offered.
081	Kotha and Nair (1995)	Machine tool industry Japan	25 firms, 1979–1992	S1–O5	Competitive strategies of differentiation, cost efficiency, asset parsimony, and scale/scope influence firm performance.
082	Kraatz and Zajac (2001)	Educational sector US	400 colleges 1971–1986	A8–S1 S1–O5	Organizations that have greater stocks of historically valuable resources are less likely to engage in adaptive strategic change after environmental change. Resource-driven disinclination towards change may have positive performance implications.
083	Lant et al. (1992)	Furniture and computer software industry	103 firms, varying periods	A5–S1 A7–S1	Poor past performance, environmental awareness, top management team heterogeneity and CEO turnover increase the likelihood of strategic reorientation. The results are sensitive to different environmental contexts.
084	Lee (2003)	Pharmaceutical industry US	1920–1960	A1–S3	Persistent divergent strategic orientations (innovation and imitation) in the US pharmaceutical industry emerged as a result of how firms initially responded to the opportunity presented in the discovery of antibiotics.
085	Lee and Grewal (2004)	Retail industry	106 firms, 1992–2000	A1–S3 S3–O5	Firms exhibit strategic responses to technological change (introduction of Internet). Strategic responses and their timing positively influence firm performance. Use of slack resources and speed of adoption can enhance this relationship.
086	Lee et al. (2000)	Heterogeneous industries	105/77 firms, pre-/ post-introduction phase	S2–O5	Early- and fast-mover strategies achieve greater positive stock market reactions than late- and slow-mover strategies. First movers suffer at the time of new product imitations as rivals undermine the pioneering effort.
087	Lorenzoni and Lipparini (1999)	Manufacturers of automatic packaging machiners Italy	3 firm histories	S4–O5 S4–O8	Collaborative strategies allow firms to access complementary competences. They lead to a co-evolution of internal and external resources.
088	Madhavan et al. (1998)	Steel Industry Global	130 firms, 1977–1993	A1–S4 A2–S4	Technological and regulatory changes influence the network structure and alliancing strategies of firms within an industry.
089	Maijoor and Van Witteloostuijn (1996)	Audit industry Netherlands	Entire industry, 1967–1990	A2–S1	Regulatory changes influence firm strategies and firm resource bases.
090	Makadok (1998)	Money market mutual funds	903 funds, 1987–1991	S2–O5	The first mover and early movers in a product category enjoy a highly sustainable pricing advantage and a moderately sustainable market share advantage. The results are influenced by structural industry characteristics.
091	Mascarenhas (1989)	Oil-drilling industry	Active rigs, 1966–1984	A4–S1	Strategic groups exhibit dynamics over periods of economic stability, growth and decline. Mobility rates are higher during decline and mobility is higher between similar than between different groups.
092	Mascarenhas and Aaker (1989)	Oil-well drilling	33 firms, 1973–1983	A4–S1 S1–O5	Firms adjust their competitive strategies systematically over the business cycle. Optimal strategies vary with different stages of the business cycle.
093	Mauri and Michaels (1998)	Heterogeneous industries US	264 firms, 1978–1992	A8–S1 S1–O5	Firm strategies vary with differences in firm-level resource characteristics. Firm performance is significantly influenced by advertising and R&D strategies.
094	McCutchen (1993)	Pharmaceutical industry	20 firms, 1973–1985	A2–S3	Firms respond to a legal change (R&D tax credit) by increasing their R&D intensity but try to maintain their relative positions vis à vis each other.
095	Miller (1993)	Heterogeneous Mostly US	36 companies, entire history per firm	A7–S1	Executive succession results in changes in structure and in the strategy-making process.
096	Miller (1994)	Heterogeneous	36 firms, varying time periods	A5–S1	Periods of good performance encourage firms to continue with current strategies.
097	Miller and Chen (1994)	Airline industry US	32 airlines, 1979–1986	A3–S1 A5–S1	Competitive inertia is increased by good performance and reduced by market diversity, but these two factors have a different impact on tactical vs strategic decisions.
098	Miller and Friesen (1983)	Heterogeneous Canada, US	62 firms, 5 years of data	A3–S3 A4–S3	Increases in environmental dynamism, hostility and heterogeneity are related to strategic changes in innovation and analysis.
099	Mishina et al. (2004)	Manufacturing industry	112 firms, 3 years of data per firm	S2–O5	Product expansion strategies slow firm growth. The relationship is positively moderated by financial slack. Human resource slack enhances short-term market expansion.
100	Mizik and Jacobson (2003)	Manufacturing industry	566 firms, 1980–1998	S1–O5	An increased emphasis on appropriation strategies relative to innovation strategies has a positive impact on stock prices. This effect is moderated by firm and industry characteristics.
101	Mosakowski (1991)	Computer industry	122 firms, 1983–1987	S3–O5	Contracting-out R&D influences firm performance. The effect is moderated by product market strategies.
102	Mosakowski (1993)	Software industry	86 firms, 1983–1984	S2–O5	Differentiation and focus strategies increase firm performance when established. Adoption of these strategies does not cause a temporary decline in performance.
103	Mowery et al. (1996)	Heterogeneous industries	792 alliances varying periods within 1980s	S4–O8	Alliance participation facilitates transfer of technological capabilities. The extent of transfer of technological capabilities in alliances depends on the type of alliance, and the initial firm level of absorptive capacity. Capabilities of partners become more divergent as a result of some alliancing contracts.
104	Nair and Filer (2003)	Steel industry Japan	8 firms, 1980–1999	A3–S1	Strategic adjustment paths are co-integrated within strategic groups and often show slow adjustment characteristics. Reactions to exogenous shocks in the system varied between firms and strategic groups.
105	Nair and Kotha (2001)	Steel industry Japan	12 firms, 1980–1993	S1–O5	Strategic group membership in two technology-based groups influences performance, however the relative advantage between groups is reversed between different strategic periods.
106	Nayyar (1995)	Heterogeneous industries	106 firms, prior/after service change	S2–O5	Increases in customer service strategy positively affect implications for firm performance.
107	Nicholls-Nixon and Woo (2003)	Pharmeceutical industry US	26 firms, 1981–1991	S3–O5	R&D strategies yielding more innovations that are broadly oriented and embrace high levels of internal and external activity increase subsequent technological output in an emerging technological regime.
108	O’Brien (2003)	Heterogeneous Mainly US	16.358 firms, at least 2 years of data between 1980–1999	S3–O7	Capital structure is influenced by a firm's competitive strategy. Financial slack is critical for an innovation strategy. Firms that fail to recognize the importance of financial slack and pursue an innovation strategy suffer negative performance consequences.
109	Olusoga et al. (1995)	PCT industry US	16 firms, 1973–1984	S1–O5	Strategic groups in an industry change over time. Some consistently outperform others.
110	Osborne et al. (2001)	Pharmeceutical industry US	22 firms, 1963–1982	A6–S1 S1–O5	Mental models shape strategic goals and subsequent firm performance and contribute to the stability of strategic groups over time.
111	Pennings and Harianto (1992)	Banking industry US	152 banks, 1977–1987	A1–S3	Adoption of innovations depends on prior experience with relevant technologies and inter-firm links.
112	Roberts and Amit (2003)	Retail banking industry Australia	19 banks, 1981–1995	S3–O5	Innovation strategies that are differentiated, consistent and actively pursued offer superior financial returns.
113	Sakakibara (2002)	Heterogeneous industries Japan	312 firms, 1969–1992	A3–S4 A8–S4	The rate of participation in R&D consortia is positively influenced by the level of competition, appropriability of returns, R&D capabilities and prior network participations.
114	Sakano and Lewin (1999)	Non-financial firms Japan	162 firms, 1988–1993	A7–S1	Governance structure influences organizational changes. CEO succession in Japanese companies does not necessarily lead to radical organizational change.
115	Singh and Mitchell (1996)	Hospital software systems industry US	973 businesses, 1961–1991	A3–S4 S4–O5	Business performance of a focal firm depends on how the strategies of its business partners evolve over time. Firms face a higher risk of dissolution if they do not react to either the addition or the withdrawal of a partner to an existing partnership.
116	Smith and Grimm (1987)	Railroad industry US	27 railroads, prior to/after deregulation	A2–S1 S1–O5	Most firms change their strategies in response to deregulation. Firms that change their strategies outperform those that do not adjust their strategies. Overall innovation and contingency strategies are most profitable.
117	Smith et al. (1991)	Airline industry US	32 airlines, 1979–1986	A3–S2 A7–S2 A8–S2	The likelihood, type, and timing of a firm's response to competitor actions depends on its external orientation, the structural action complexity, slack resources and management characteristics.
118	Smith et al. (1997)	Airline industry US	All domestic airlines, (1976–1986)	A3–S1	Strategic groups can be used to predict the manner in which firms compete with each other as well as the frequency with which they undertake competitive actions.
119	Smith and Wilson (1995)	Airline industry US	10 airlines, 1983–1984	A3–S2	Incumbent firms use six strategies to respond to entry by competitors. The type of response can be predicted by industry-specific factors (e.g. risk of response, barriers to entry).
120	Sorenson (2000)	Computer workstation manufacturers US	175 firms, 1980–1996	A3–S2 S2–O5	Product variety depends on the competitive ecology of the industry, and influences organizational viability.
121	Stephan et al. (2003)	Hospital industry US	395 hospitals, 1980–1986	A3–S2	There is an inverted U-shaped relationship between multimarket contact and market entry. CEOs of longer tenure are influenced more by their multimarket relationships than newer CEOs.
122	Stuart and Podolny (1996)	Semiconductor industry Japan	10 firms, 1982–1992	S3–O1 S3–O5	Search trajectories influence the evolution of technological positions of firms in an industry. Local search strategies constrain the technological development of firms.
123	Suarez and Utterback (1995)	6 Heterogeneous industries US	Complete history per industry	S2–O1 S2–O5	The evolution of a dominant technological design is shaped by the competitive strategies of incumbent and entering/exiting players. The survival of firms is substantially affected by entry time and evolutionary status of an industry's core technology.
124	Sudharsan et al. (1991)	Pharamceutical industry US	22 firms, 1974–1980	S1–O3	Competitive strategy variables serve different roles and follow varying mobility patterns over time. Scope and financial strategy variables serve as mobility barriers. There is significant inter-group and inter-temporal mobility in the marketing and production strategy variables.
125	Tan and Tan (2005)	Electronics industry China	104 SOEs, 12 years	A4–S1 S1–O5	Firms change their strategies in response to changes in the environment. Aligning strategies with the evolving environment improves performance.
126	Tripsas (1997)	Typesetter industry	Entire industry, 1886–1990	A1–S1 S1–O5	In a regime of technological change, strategic investments, technical capabilities, and investments in specialized complementary assets determine the relative performance of incumbents vs. new entrants.
127	Tsai (2000)	Heterogeneous industries	1 firm, 36 business units 1996–1998	A8–S3	Social capital and strategic relatedness increase reliance on an alliancing strategy.
128	Tushman and Rosenkopf (1996)	Cement Industry US	59 firms, 1918–1986	S1–O5	Strategic reorientations cause discontinuous organizational change and are negatively associated with subsequent performance in stable contexts, and significantly more positively associated with organizational performance in turbulent contexts.
129	Washington and Ventresca (2004)	Educational sector US	553 colleges, 1874–1995	A3–S1 A6–S1 A7–S1 S1–O6	Organizations are likely to incorporate strategies that are consistent with their existing dominant logic and governance mode, or are observed in other organizations or the segment-specific network.
130	White (2000)	Pharmaceutical industry China	87 firms, 1992–1994	A3–S3 A8–S3	Firms consider external competitive- and internal capability-related factors in choosing their R&D strategy.
131	Wiersema (1992)	Manufacturing firms	146 firms, 5 year periods	A7–S1 S1–O7	Executive succession triggers strategic change, with successors coming from outside the firm increasing the likelihood of a significant change. Prior strategy does not influence executive succession.
132	Yeoh and Roth (1999)	Pharmaceutical industry	20 firms, 1971–1989	S3–O5 S3–O8	R&D and sales force expenditures increase firm capabilities and both directly and indirectly influence differentiation in the marketplace.
133	Young et al. (1996)	Software industry	345 observations, 1983–1991	A3–S1 S1–O5	Cooperative mechanisms increase a firm's competitive activity, which is in turn positively related to firm performance. The overall industry-level of competitive rivalry negatively affects firm performance.
134	Young et al. (2000)	Computer software industry US	20 firms, 1987–1991	A3–S1 A8–S1	As multimarket contact increases, firms move less frequently, but more quickly, to the moves of rivals. Competitive rivalry (timing and frequency of action) increases with resource dissimilarity.
135	Zajac et al. (2000)	Savings and loan industry US	4000 institutions, 1980–1988	A2–S1 A3–S1 A8–S1 S1–O5	The timing, direction and magnitude of strategic changes can be predicted based on changes in the general and competitive environment of the firm and its organizational resources. Deviation from a normative strategic fit has negative performance implications.
136	Zajac and Shortell (1989)	Hospital industry US	570 hospitals, 1983–1984	A2–S1 A6–S1	Firms commonly change generic strategies in response to a regulatory change. Firms that follow a defender strategy are most likely to change strategy. Generic strategies are not perceived as equally viable across environments and time.
137	Zúniga et al. (2004)	Banking industry Spain	136 banks, 1983–1997	A1–S1 A2–S1 S1–O5	Technological and regulatory change significantly affects the structure of strategic groups. Performance differences between groups are not stable over time.

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