Performance's influence on strategic change: A longitudinal assessment
This study examines the effect that business performance has on the likelihood that top executives will pursue a strategic change in subsequent years. Poor performing businesses in the study were more likely than high performers to change strategies. Businesses which changed strategies experienced revenue declines in the following two years and were still outperformed by those which maintained their strategies. Results question the viability of strategic change and suggest that strategies appear to be more transitory and fluid in nature than depicted in previous studies. © 1998 Elsevier Science Ltd. All rights reserved.
Scandinavian Journal of Management
Parnell, J. (1998). Performance's influence on strategic change: A longitudinal assessment. Scandinavian Journal of Management. Retrieved from https://ir.una.edu/mm_facpub/78