Strategy, Distinctive Competence, and Organizational Performance
研究四个行业（塑料、半导体、汽车、航空运输）中高层管理者感知的战略类型（防御者、探索者、分析者、反应者）与独特能力、组织绩效的关系，发现前三类战略在竞争行业表现优于反应者。
June 1980, volume 25 This study examines relationships among strategy, distinctive competence, and organizational performance. The analysis focuses on the perceptions of top managers in four industries (plastics, semiconductors, automotives, and air transportation). Findings indicate that these managers perceive four strategy types, Defender, Prospector, Analyzer, and Reactor, to be present within their industry. Defenders, Prospectors, and Analyzers all show competence in general and financial management. Beyond these two functions, Defenders and Prospectors have identifiable but different configurations of distinctive competence, while Analyzers' special capabilities are considerably less apparent. Reactors, as expected, have no consistent pattern of distinctive competence. Finally, although the data are only suggestive, Defenders, Prospectors, and Analyzers consistently outperform Reactors in competitive industries, but not in an industry that is highly regulated.*