TY - JOUR
AU - Hergert, Michael
AB - Int. Studies of Mgt. & Org., Vol. XVIII, No. I, pp. 26-49 M. E. Sharpe. Inc .• 1987 MICHAEL HERGERT (USA) Causes and Consequences of Strategic Grouping in u. S. Manufacturing Industries The theory of strategic groups has existed in the management and industrial-organization literature for over ten years. During this period numerous studies have attempted to provide evidence of the existence of strategic groups and the significance of the group concept. (For a recent review of the literature, see McGee and Thomas [1].) From the management side, research has usually taken the form of case studies applying the group model to par­ ticular industries. These studies have provided an attractive rich­ ness in detail and sophistication, but lack a ready basis for gener­ alization. Studies arising from industrial-organization research have tended to be cross-sectional in nature, and perhaps more general, but have often relied on naive and univariate measures of corporate strategy as a basis for grouping. The present study was undertaken to extend the latter approach to include more sophisticated measures of strategy yet retain the generality of a cross-sectional investigation. Specifically, this study proposes a means for analytically determining the incidence of groups, analyzes the determinants 
TI - Causes and Consequences of Strategic Grouping in U. S. Manufacturing Industries
JF - International Studies of Management & Organization
DO - 10.1080/00208825.1988.11656474
DA - 1988-03-01
UR - https://www.deepdyve.com/lp/taylor-francis/causes-and-consequences-of-strategic-grouping-in-u-s-manufacturing-CQ44CbvYDR
SP - 26
EP - 49
VL - 18
IS - 1
DP - DeepDyve
ER -