战略导向，竞争优势和经营业绩外文翻译.docVIP

外文翻译 原文 Strategic Orientations, Competitive Advantage,and Business Performance Material Source: Elsevier Author: Peter Wright, Mark Kroll, Augustine Lado Internally oriented business units, externally oriented business units, and businesses with dual emphasis (which are internally and externally oriented) are analyzed with respect to their performance. The results of the empirical investigation reveal that the internally orented and the externally orented businesses have not achieved competitive advantage and are underperformers. The results also portray that the businesses with dual emphasis have achieved competitive advantage and perform well. J BUSN P, ES 1995. 33.143-151 Competitive advantage enables an enterprise or a group of businesses within an industry to achieve superior business performance. Competitive advantage and superior business performance have been sought through organizational adaptability as well as rigidity (Wright et al., 1991). Organizational adaptability corresponds to an external, boundary spanning strategic orientation. Organizational rigidity corresponds to an internal strategic orientation, On the one hand, a business unit can maintain an external focus, with an accompanying ability to adapt to market change, but at significant cost. On the other hand, the business can focus internally and be no adaptable, but achieve a low cost, efficient profile (McKee, Varadarajan, and Pride, 1989). Alternatively, a business may maintain a dual emphasis-one on efficiency and another nonadaptability (Miles and Snow, 1978, 1986). In this study, the strategic orientations and performance of businesses forming distinct strategic groups within an industry are analyzed. More specifics on these subjects are provided next under the literature review section. These subjects are then brought together, and a set of hypotheses are offered for empirical testing. The method, results, limitations, and suggestions for future research compose the latter sections of