Process, content and context: Synergistic effects on organizational performance

David J. Ketchen, James B. Thomas, Reuben R. McDaniel

Research output: Contribution to journalArticlepeer-review

88 Scopus citations

Abstract

The traditional distinction between strategy process and strategy content has perhaps limited the ability of strategic management research to explain the determinants of organizational performance. In addition, empirical attention needs to be paid to the role of the context within which strategy is formed. This study examined the extent to which synergies between process, content, and context explained the performance of a geographic segment of the hospital industry. Results showed that (a) both process and content were significantly related to performance; (b) including process/content interactions significantly enhanced explanation of performance; and (c) context is an important moderator of these relationships. Implications are drawn for both research and practice.

Original languageEnglish (US)
Pages (from-to)231-257
Number of pages27
JournalJournal of Management
Volume22
Issue number2
DOIs
StatePublished - 1996

All Science Journal Classification (ASJC) codes

  • Finance
  • Strategy and Management

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