Environmental variation, strategic change and firm performance: A study of railroad deregulation
研究了放松管制对铁路行业战略管理的影响，发现多数企业根据环境变化调整战略，且进行战略变革的企业绩效优于未变革者，其中创新和权变策略最盈利。
Abstract Concepts from the literature on the relationship between environmental variation and strategic change are used to analyze the effects of deregulation on strategic management in the railroad industry. Specific hypotheses are presented about the impact of regulation and change in regulation on strategy, strategic change and performance. A survey of experts identified the strategies of 27 railroads prior to and after deregulation. Five different railroad strategies and five different kinds of strategic changes are identified and described. Results suggest that most firms changed their strategies in response to environmental variation, and that those that did change their strategics out‐performed those that did not. Among the strategic changes, those involving innovation and contingency strategies were found to be the most profitable. Other empirical results are presented and discussed.