Strategy‐making and environment: The third link
研究环境动态性、敌对性和异质性与战略制定中分析和创新程度的关系，发现这些关系在成功企业中更强。
Abstract Whereas much is known about the relationships between strategy and structure, and between environment and structure, too little is known about a third link—the relationship between strategy‐making and environment. An empirical study was conducted upon two distinct samples of firms. We hypothesized that increases in environmental dynamism, hostility and heterogeneity should be related to specific changes in the amount of analysis and innovation which characterizes strategy‐making activity. Most of these relationships tended to be much stronger in successful than in unsuccessful samples of firms.