TY - JOUR
T1 - Strategic similarity and firm performance
T2 - Multiple replications of Deephouse (1999)
AU - Gong, Tian Jyun
AU - Yu, Chwo Ming Joseph
AU - Huang, Kuo Feng
N1 - Publisher Copyright:
© The Author(s) 2019.
PY - 2021/5
Y1 - 2021/5
N2 - Deephouse raised an important question as to whether firms should be different or should be the same. The strategic balance perspective proposed by him suggests that by balancing the competing pressures of conformity and differentiation, a moderate degree of similarity is what contributes most to firm performance. This perspective has been widely accepted by scholars but follow-up studies are few and have achieved mixed results, leaving the knowledge base in this stream on shaky ground. This study conducted multiple replications of Deephouse’s seminal work across 155 manufacturing industries in China and across two methods to examine its replicability, generalizability, and robustness to methods and to provide additional and cumulative information. The results show that strategic balance perspective was replicable, but with context limitations. Our exploratory analyses indicate several possible boundary conditions and promising topics for furthering the development of strategic balance perspective. Theoretical and methodological implications are discussed.
AB - Deephouse raised an important question as to whether firms should be different or should be the same. The strategic balance perspective proposed by him suggests that by balancing the competing pressures of conformity and differentiation, a moderate degree of similarity is what contributes most to firm performance. This perspective has been widely accepted by scholars but follow-up studies are few and have achieved mixed results, leaving the knowledge base in this stream on shaky ground. This study conducted multiple replications of Deephouse’s seminal work across 155 manufacturing industries in China and across two methods to examine its replicability, generalizability, and robustness to methods and to provide additional and cumulative information. The results show that strategic balance perspective was replicable, but with context limitations. Our exploratory analyses indicate several possible boundary conditions and promising topics for furthering the development of strategic balance perspective. Theoretical and methodological implications are discussed.
KW - competition
KW - legitimacy
KW - multiple replications
KW - strategic balance perspective
KW - strategic similarity
UR - http://www.scopus.com/inward/record.url?scp=85077161124&partnerID=8YFLogxK
U2 - 10.1177/1476127019890342
DO - 10.1177/1476127019890342
M3 - 文章
AN - SCOPUS:85077161124
SN - 1476-1270
VL - 19
SP - 207
EP - 236
JO - Strategic Organization
JF - Strategic Organization
IS - 2
ER -