Choice and determinism: A test of Hrebiniak and Joyce's framework on strategy‐environment fit
首次实证检验Hrebiniak和Joyce关于管理选择与环境决定论正交关系的模型，在52个制造业行业和146家企业中部分支持其环境类型学和权变战略，但发现企业分布高度偏斜，暗示市场选择可能比战略-环境匹配更关键。
Abstract This paper describes the first empirical test of Hrebiniak and Joyce'S innovative model of business‐environment relations. Virtually all the literature prior to their Administrative Science Quarterly article (1985) assumes a zero‐sum relationship between managerial choice and environmental determinism. In the Hrebiniak and Joyce framework the two are orthogonal, and environments where management and environment are both weak or both powerful are possible. We first look for evidence of Hrebiniak and Joyce'S environment typology in 52 manufacturing industries previously specified by Dess and Beard (1984). Next, we test their propositions of strategy‐environment fit by classifying 146 firms into strategic groups, then evaluating each group in each environment. Our tests provide partial support for Hrebiniak and Joyce'S environment typology and for their contingent strategies. However, frequencies of firm location among the environments were highly skewed. These results suggest that strategy‐environment fit may not be as critical as market‐selection in the competitive success of firms.