To be different, or to be the same? It’s a question (and theory) of strategic balance
研究企业战略相似度对绩效的影响，提出企业应在差异化（减少竞争）与趋同（获得合法性）之间寻求平衡，通过对商业银行的长期研究验证了理论。
This paper addresses the performance consequences of firm-level strategic similarity. Past research observed that firms face pressures to be different and to be the same. By differentiating, firms reduce competition. By conforming, firms demonstrate their legitimacy. Both reduced competition and legitimacy improve performance. This paper begins building a theory of strategic balance by synthesizing the differentiation and conformity perspectives. The theory directs attention to intermediate levels of strategic similarity where firms balance the pressures of competition and legitimation. Empirical support for the theory is found in a longitudinal study of commercial banks. Several suggestions for developing a theory of strategic balance conclude the paper. The theory’s major implication is that firms should be as different as legitimately possible. Copyright © 1999 John Wiley & Sons, Ltd.