Performance effects

Strategy researchers want to understand differences in firm performance.^[1]^[2] Studies show that three effects account for most performance differences, such as differences between Toyota’s cars business and Samsung’s mobile phones business.^[3]

^ Rumelt, R. P., Schendel, D. E., & Teece, D. J. (1994). Fundamental Issues in Strategy: A Research Agenda. Harvard Business School Press, Boston.
^ Nag, Rajiv; Hambrick, Donald C.; Chen, Ming-Jer (2007). "What is strategic management, really? Inductive derivation of a consensus definition of the field". Strategic Management Journal. 28 (9): 935–955. doi:10.1002/smj.615. ISSN 1097-0266.
^ Vanneste, Bart S. "How Much Do Industry, Corporation, and Business Matter, Really? A Meta-Analysis". Strategy Science. 2 (2): 121–139. doi:10.1287/stsc.2017.0029. ISSN 2333-2050.

[1] Rumelt, R. P., Schendel, D. E., & Teece, D. J. (1994). Fundamental Issues in Strategy: A Research Agenda. Harvard Business School Press, Boston.

[2] Nag, Rajiv; Hambrick, Donald C.; Chen, Ming-Jer (2007). "What is strategic management, really? Inductive derivation of a consensus definition of the field". Strategic Management Journal. 28 (9): 935–955. doi:10.1002/smj.615. ISSN 1097-0266.

[:0-3] Vanneste, Bart S. "How Much Do Industry, Corporation, and Business Matter, Really? A Meta-Analysis". Strategy Science. 2 (2): 121–139. doi:10.1287/stsc.2017.0029. ISSN 2333-2050.

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Performance effects

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