Abstract
In this paper an attempt is made to gain further insight into the environment-strategy-performance linkages. A framework is developed to relate managers' perceptions of their market environment and competitive strategies to the (advanced) production technologies and human resource management (HRM) policies adopted by their firms. Data from 12 Dutch and 8 British companies in the chemical and food & drink industries reveals that firms with coherent environment-strategy-technology-HRM configurations outperform rivals with incoherent profiles. Further, refined typologies of manufacturing technologies and HRM policies are proposed.
| Original language | English |
|---|---|
| Pages (from-to) | 31-62 |
| Number of pages | 32 |
| Journal | Scandinavian Journal of Management |
| Volume | 19 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 1 Mar 2003 |
| Externally published | Yes |
Funding
We gratefully thank Timothy Clark (King's College, London), Geoff Mallory (British Open University, Milton Keynes) and Derek Pugh for providing the British data. Additionally, we acknowledge the constructive comments of the Editor and two referees. The usual disclaimer naturally applies. The complete paper (including questionnaire and PRINCALS analysis) is available upon request from the corresponding author.
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 9 Industry, Innovation, and Infrastructure
Keywords
- Competitive strategies
- Configurations
- HR policies
- Manufacturing technologies
- Market environments
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