Strategy, strategy‐making, and performance in a business game
通过商业游戏模拟，检验了Miles和Snow的战略类型与Mintzberg的战略制定模式之间的关系，并考察了二者匹配对组织绩效的影响，结果与先前实证发现进行了比较。
Abstract In a recent study, Segev (1987) examined the relationships among strategy, strategy‐making, and performance, focusing on the connection between two important typologies: Miles and Snow's (1978) concept of strategic types and Mintzberg's (1973) concept of strategy‐making modes. The findings of that study clearly indicated links between the two, and partially supported propositions asserting the effects of the strategy/stategy‐making fit on organizational performance. In the current study a business game served as the vehicle for examining this tripartite relationship. The two typologies were applied to the firms' in the game, and then an inquiry was made into the relationships between them. An hypothesis regarding the effect of fit on performance was tested, and the findings compared with previously reported empirical results.