Examining the effect of complexity in strategic group knowledge structures on firm performance

A developing stream of research in the strategy field explores the competitive structure of industries from the perspective of industry participants. This work has demonstrated that managers develop strategic group knowledge structures in order to make sense of their competitive environment. This st...

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Bibliographic Details
Published in:Strategic management journal 2002-02, Vol.23 (2), p.153-170
Main Authors: Mcnamara, Gerry M., Luce, Rebecca A., Tompson, George H.
Format: Article
Language:English
Subjects:
Applied sciences
Bank assets
Banking industry
Banks
Business
Business management
Business strategies
Chief executive officers
Cognitive models
Corporate strategies
Decision making
Enterprises
Exact sciences and technology
Financial management
Firm modelling
firm performance
Group size
Group structure
Hypotheses
Knowledge
Knowledge management
knowledge structures
Management
managerial cognition
Operational research and scientific management
Operational research. Management science
Organization theory
Proxy statements
Statistical analysis
strategic groups
Strategic management
Strategic planning
Studies
U.S.A
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Summary:A developing stream of research in the strategy field explores the competitive structure of industries from the perspective of industry participants. This work has demonstrated that managers develop strategic group knowledge structures in order to make sense of their competitive environment. This study extends this line of research by examining the complexity evident in the strategic group knowledge structures developed by firms' top management teams and assessing the relationship between complexity in these knowledge structures and subsequent firm performance. Specifically, we examine the complexity of top managers' knowledge structures regarding their competition using a sample of 76 top management teams from banks in three U.S. cities. Using hierarchical regression, we find a significant relationship between the complexity of cognitive strategic groups and subsequent firm performance. These results suggest that the structure of the cognitive templates that top managers use to understand their environment and the actions of their competitor influence the degree of strategic success of their firm.
ISSN:0143-2095
1097-0266
DOI:10.1002/smj.211