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Outsourcing is recognized as one of the critical factors for efficient execution of pharmaceutical supply chain management (PSCM), and many pharmaceutical companies engage in international outsourcing of services (IOS) to survive in global highly competitive business. Since the key success factors for both domestic & international alliances are partnership characteristics and strategic fit management, but there is no empirical research on this issue in Thai pharmaceutical partnership offshore outsourcing. Therefore, this survey of Thai and foreign companies, both contract providers (CPs) and contract manufacturers (CMs), seeks to indicate significant relationships among both outsourcing strategic fit and partnership types, including outsourcing performance outcome. This research is two-fold. First, the partnership types (Type I, II, & III), the strategic fit types (low fit, moderate fit, and good fit), and their correlations are analyzed. And second, their outsourcing performance (company revenues and growth rates) are presented. The results showed that the most of the Thai pharmaceutical outsourcing manufacturing are classified as the partnership Type II, as well as the moderate strategic fit, and strongly support the relationship between the two models. Both of the companies’ revenue and growth rate could predict the companies’ performances outcome for each of partnership and strategic fit types. However, it is not necessary that the most integrative type of partnership, Type III, will be always the best, because it depends also on the strategic fit between each pair of partners as well.

This study aims at investigating the effect of an overall fit among strategy, environmental factors and organizational resources on firm performance, and the moderating role of industry on this relationship.

This paper uses hierarchical linear modeling to analyze the nested data structure from the financial and electronics companies in Taiwan’s stock market from 2011 to 2012.

The empirical results indicate that overall strategic fit is positively related to firm performance, and this relationship varies across financial industry and electronics industry.

This study provides important implications for both academic researchers and practitioners. From a theoretical aspect, this study integrates two research streams of strategic fit (external fit and internal fit) into an overall model of strategic fit, and has explored the moderating role of industry on the relationship between strategic fit and firm performance. In addition, this study has also used hierarchical linear modeling method to test the hypotheses, which has not been used in the previous strategic fit literature. From a practical aspect, the empirical results have derived implications for managers as to understand the effects of overall strategic fit on performance in different industry, which may be helpful for making decisions in specific industry context.

The purpose of this paper is to analyze the roles played by organizational learning (OL) and innovation in organizations immersed in the processes of adaptation and strategic fit in dynamic and turbulent environments. The authors analyze whether OL and innovation act as sources of strategic fit, and whether strategic fit positively affects performance.

The authors use data from a survey of a representative sample of 204 respondents from European firms active in high-technology sectors (response rate: 10.42 percent) and structural equation modeling (using the EQS 6.1 program) to undertake a transversal study.

The model confirms that OL and the capacity to innovate positively influence managers’ decisions to adapt their organizations to changes in dynamic environments. The achievement of strategic fit, in turn, improves organizational performance. The authors propose considering the innovation climate as a facilitator of new product and process development, although the innovation climate is not a direct antecedent of fit.

This study is limited by the fact that the analysis is cross-sectional and by the fact that all measures used are based on managers’ perceptions.

Managers should create and support an entrepreneurial culture that stresses continuous learning. They should also foster programs aimed at developing abilities, and promote the development of capabilities that facilitate acceptance of organizational change. Investments in building certain capabilities, such as OL and the capacity to innovate, are strategically justified, especially in turbulent environments.

This study is one of the first to investigate the complex interactions among OL, innovation, strategic fit, and performance. The results improve our understanding of the links between strategic fit and performance.

Strategic fit is known to be an important antecedent to a firm’s performance, but there is little research explaining its influence on firm’s environmental performance. This paper aims to propose that strategic fit is likely to affect two firm-level outcomes: dynamic equilibrium and dynamic disequilibrium.

Prior debate has underlined the role of adaptation vs selection in achieving strategic fit, but we assert that firms vary in their strategic fit. This paper models inter-firm differentials in environmental performance, using survey data from a sample of Chinese small and medium enterprises.

Transformative leadership, operational agility and knowledge-based identity facilitate compensatory fit, while productivity growth, strategic adaptability and low product-market maturity enable strategic fit.

The authors show how low strategic fit may provide selection advantages via compensatory fit. Some firms do seek to achieve greater fit to the embedded contextual contingencies (dynamic equilibrium) at the cost of their energy. However, others respond to the expectations for green performance that are presently orthogonal to the embedded context to realize compensatory fit using the energy of the context (dynamic disequilibrium). This manifests as differential capabilities for adaptation vs selection.

The findings highlight how the firms may use cultural fit pathway for transcending the phenomenological tradeoffs between economic performance-oriented strategic fit and ecological performance-oriented compensatory fit.

This paper shows how low strategic fit may provide selection advantages via compensatory fit. Some firms do seek to achieve greater fit to the embedded contextual contingencies (dynamic equilibrium) at the cost of their energy. However, others respond to the expectations for green performance that are presently orthogonal to the embedded context, to realize compensatory fit using the energy of the context (dynamic disequilibrium). This manifests as differential capabilities for adaptation vs selection.

Es conocido que el ajuste estratégico es un antecedente importante del resultado de la empresa, pero existe poca investigación sobre su impacto en el resultado medioambiental. Proponemos que el ajuste estratégico es probable que influya sobre dos resultados organizativos: equilibrio dinámico y desequilibrio dinámico.

El debate previo ha señalado el papel de la adaptación frente a la selección a la hora de lograr el ajuste estratégico, pero sin embargo nosotros aseguramos que las empresas varían en su ajuste estratégico. Modelizamos las diferencias entre empresas en cuanto a su rendimiento medioambiental utilizando datos de una encuesta de empresas pequeñas y medianas empresas chinas.

El liderazgo transformacional, agilidad operativa, e identidad basada en el conocimiento facilitan el ajuste compensatorio, mientras que el crecimiento de la productividad, la adaptabilidad estratégica y una baja madurez producto-mercado favorecen el ajuste estratégico.

Mostramos como un bajo ajuste estratégico genera ventajas en la selección vía ajuste compensatorio. Algunas empresas buscan un mayor ajuste a las contingencias del entorno (equilibrio dinámico) a costa de su energía. Sin embargo, otras responden a las expectativas sobre rendimiento medioambiental para alcanzar un ajuste compensatorio utilizando la energía del contexto (desequilibrio dinámico). Esto se manifiesta en forma de capacidades distintas para la adaptación frente a la selección.

Nuestros resultados subrayan como las empresas pueden usar el ajuste cultura para trascender los contrastes entre el ajuste estratégico orientado a los resultados económicos y el ajuste compensatorio orientado a los resultados medioambientales.

La investigación resalta el reto de integrar las presiones para adaptarse a la lógica ecológica predominante en la industria y los imperativos basados en el valor que apoyan la selección del ecosistema social apropiado para los grupos de interés. Enfatiza que el factor decisivo que influye de manera decisiva en la capacidad de la empresa para manejar las contraprestaciones económicas y ecológicas es la orientación cultural a favor del bienestar de las personas. Mediante un modelo integrador de desarrollo económico y ecológico a nivel nacional una empresa puede reducir los costes derivados del hecho de que algunos países puedan favorecer los intereses económicos a costa de los medioambientales y generar externalidades negativas.

Palavras-chave Resultados medioambientales, Crecimiento de la productividad, Liderazgo transformacional, Agilidad operativa, Adaptabilidad estratégica, Madurez producto-mercado

O ajuste estratégico é conhecido por ser um importante antecedente do desempenho da empresa, mas há poucas pesquisas explicando sua influência no desempenho ambiental da empresa. Propomos que o ajuste estratégico provavelmente influenciará dois resultados no nível da empresa: equilíbrio dinâmico e desequilíbrio dinâmico.

O debate prévio destacou o papel da adaptação versus seleção na obtenção de adequação estratégica, mas afirmamos que as empresas variam em sua adequação estratégica. Nós modelamos diferenciais entre firmas no desempenho ambiental, usando dados de pesquisa de uma amostra de pequenas e médias empresas chinesas.

A liderança transformadora, a agilidade operacional e a identidade baseada em conhecimento facilitam o ajuste compensatório, enquanto o crescimento da produtividade, a adaptabilidade estratégica e a baixa maturidade do mercado de produtos permitem um ajuste estratégico.

Mostramos como o ajuste estratégico baixo pode fornecer vantagens de seleção via ajuste compensatório. Algumas firmas buscam obter maior adequação às contingências contextuais embutidas (equilíbrio dinâmico) ao custo de sua energia. No entanto, outros respondem às expectativas de desempenho verde que atualmente são ortogonais ao contexto embutido, para realizar o ajuste compensatório utilizando a energia do contexto (desequilíbrio dinâmico). Isso se manifesta como capacidades diferenciais de adaptação versus seleção.

Nossas descobertas destacam como as empresas podem usar o caminho da adaptação cultural para transcender as compensações fenomenológicas entre o ajuste estratégico orientado para o desempenho econômico e o ajuste compensatório voltado para o desempenho ecológico.

A pesquisa destaca os desafios da cultura de trabalho de integrar as pressões para se adaptar à predominante ecologia industrial versus o imperativo dominante baseado em valores para selecionar o ecossistema social apropriado dos interessados. Isso enfatiza que o fator decisivo na capacidade formativa de uma empresa para promover compromissos econômicos e ecológicos é a orientação cultural para o bem-estar humano em uma plataforma nacional. Ao programar um modelo integrativo de desenvolvimento econômico e ecológico em nível nacional, uma empresa pode auto mitigar os custos da economia política internacional que surgem quando algumas nações trocam o bem-estar ecológico em prol de interesses econômicos e geram externalidades negativas.

Palavras-chave Palavras-chave Desempenho ambiental, Crescimento de produtividade, Liderança transformacional, Agilidade operacional, Adaptabilidade estratégica, Maturidade do Produto-Mercado

This study proposes a methodology based on data source triangulation to measure the “strategic fit” for the automotive supply chain.

At first, the authors measured the responsiveness of the Indian automobile supply chain, encompassing the top ten major automobile manufacturers, using both sentiment and conjoint analysis. Second, the authors used data envelopment analysis to identify the frontiers of their supply chain. The authors also measured the supply chain's efficiency, using the balance sheet. Further, the authors analyzed the “strategic fit” zone and discussed the results.

The results indicate that both the proposed methods yield similar outcomes in terms of strategic fitment.

The study outcomes facilitate measuring the strategic fit, thereby leveraging the resources available to align. The methodology proposed is both easy to use and practice. The methodology eases time and costs by eliminating hiring agencies to appraise the strategic fit. This valuable method to measure strategic fit can be considered feedback for strategic actions. This methodology could also be incorporated possibly as an operative measurement and control tool.

Data triangulation meaningfully enhances the accuracy and reliability of the analyses of strategic fit. Data triangulation leads to actionable insights relevant to top managers and strategic positioning of top managers within a supply chain.

The purpose of this paper is to provide implementation insights and implications regarding the strategic orientations of servitization by testing its impacts on firm performance, including financial performance and customer service performance.

Empirical research is conducted using an online survey disseminated to manufacturing firms in Southeast China. This research develops and verifies a strategic fit framework to understand the relationship between the strategic orientation of servitization and service innovation (SI), and its resulting impacts on firm performance.

The results show that service orientation (SO) has direct positive impacts on firm performance in the manufacturing sector. Customer orientation (CO) and learning orientation (LO) have no direct impact on firm performance, although they have indirect impacts on it via the mediating role of SI capability. Moreover, SO has a similar indirect impact on firm performance via SI capability.

The survey focuses only on China; future studies should verify whether different cultural backgrounds impact the research results.

The results suggest that firms should build up three strategic orientations (SO, CO and LO) for implementing servitization to facilitate SI capability and, thus, to improve firm performance.

This research contributes to enhancing the theory of servitization by developing a strategic fit model of servitization and revealing the impact mechanism of servitization in the manufacturing sector.

In an increasingly volatile and complex market environment, adaptability becomes essential to success. Basic to every manufacturing strategy is the identification of the technological means of meeting the firm’s competitive priorities. But what should guide the decision‐making process regarding which capabilities to develop, given rapid change and uncertain outcomes? Current manufacturing strategy models fall short of explaining how firms adapt to technological change and what is the source of that change. To meet this need, we can turn to evolutionary economics. The model presented in this paper holds that technologically embodied trade‐offs change the practices of technology users, creating momentum along existent trajectories. The paper reports evidence to support the model, gathered through a series of interviews with technology users, suppliers, and service providers. The findings indicate that manufacturing strategy forms a critical link not only in firms’ ability to adapt to change in their environments, but also in their ability to knowingly shape their futures.

Notwithstanding the expected apparent benefits of mobile technologies (MTs) in the hotel industry, their adoption is slower than forecasted. This study aims to identify the challenges faced by hotel managers in adopting MTs in their industry, such that the authors may determine the strategic positions for adopting and managing MTs and build a frame of reference for hotel management practices.

The authors conducted a series of focus group interviews (FGIs) with the managers and executives of luxury hotels. FGIs were conducted in groups in a semi-structured format, asking questions about MT adoption in their hotels and the challenges they faced. The FGI transcripts were analyzed using a grounded theory approach.

Open and axial coding of FGI scripts revealed 15 underlying categories of challenges in adopting MTs in hotels. Subsequent selective coding revealed two underlying dimensions: viability-fit. With these two underlying dimensions, a strategic model for MT adoption is developed. This model identifies four MT adoption strategies in hotels: lookers, experimenters, explorers and leaders.

The model developed and presented herein may help analyze a hotel’s strategic positioning in adopting MT’s. Depending on the positional analysis results, hotel managers can appropriately decide resource mobilization priorities and deployment timing.

尽管酒店中的移动技术 (MT) 具有预期的明显行业优势, 它们的采用速度比预期的要慢。本研究旨在确定酒店经理在其行业中采用 MT 时面临的问题和挑战, 以便我们可以确定采用和管理 MT 的战略位置, 并为酒店管理实践建立参考框架。

作者与管理人员和豪华酒店的高管进行了一系列焦点小组访谈 (FGI) 。 FGI 以半结构化的形式分组进行, 询问关于他们酒店采用 MT 的问题以及他们面临的挑战。 FGI 的文字记录使用扎根理论方法进行分析。

FGI 脚本的开放和轴向编码揭示了 15 个潜在挑战类别酒店的 MT。随后的选择性编码揭示了两个潜在的维度：可行性, 匹配度。有了这两个基本维度, 就可以开发出采用 MT 的战略模型。这模型确定了酒店中的四种 MT 采用策略：观察者、实验者、探索者和领导者。

这里开发和展示的模型可以帮助分析酒店在采用MT的战略定位采用。根据定位分析结果, 酒店经理可以适当地决定资源调动优先事项和部署时间。

The purpose of this paper is to identify, characterize, classify and conceptualize different perspectives on strategic alignment still in use, propose a taxonomy and definitions that allow understanding the various coexisting concepts, as well as investigate the implications of strategic alignment for data-driven sustainable performance of firms and supply chains.

Bibliographic review was used.

The taxonomy proposes two classes of strategic alignment: (1) Align – more rigorous types of alignment: structure alignment, strategic congruence and strategy alignment; (2) Fit – less rigorous types of alignment: contingency strategic adjustment, strategic coalignment and strategic consistency. Companies are accumulating large amounts of data, which relevance varies widely. The strategic alignment can define criteria to select only the data that have strategic value, which restricts the amount of data to be analyzed. Each of the six types of strategic alignment is appropriate for a given situation in companies and/or supply chains.

The limitations stem from the exclusive use of the taxonomy of strategic alignment, without considering the most diverse perspectives of strategy.

Decision makers will be able to identify more objectively which classes of data should be explored in each situation.

Theoretical implications – The taxonomy proposal and the definition of each of the strategic alignment perspectives solve generalized misunderstandings resulting from the lack of a clear delimitation between the perspectives and the conceptual divergence between authors, who use them as equivalent or synonymous.

From 1961 to 2019, no paper was found proposing taxonomy, typology, systematization, ranking, distribution or classification of strategic alignment. The strategic alignment can define criteria to select, within the large amount of data accumulated by the company, only those that have strategic value, what restricts the quantity of data to be analyzed and facilitates the decision of the leaders.

Grounded in contingency theory and strategic fit theory, the goal for this research was to determine if managers differentiate in terms of the degree of partnership when allocating resources for planning, joint operating controls, communication and other management components to relationships and if this differentiation is based on the Partnership Model (Lambert et al., 1996).

In total, 381 managers representing 31 relationships participated in one-and-a-half-day partnership meetings, and the authors analyzed how the management components were implemented in each relationship compared to the recommendations in the Partnership Model.

Managers did not differentiate types of partnerships which led to over-resourcing relationships with low potential and under-resourcing those with the highest potential for creating value. The principles of contingency theory and strategic fit were not used for managing relationships.

Contingency theory combined with the relationship view suggests that management components should not be implemented at the same level for all relationships, but in the 31 relationships studied different partnership types were not managed based on their potential.

The research reinforces the need for a formal structure like the Partnership Model to establish joint goals for a relationship and guide management in implementation.

Effective supply chain management depends on the ability of managers to differentiate among partnership types and fit relational mechanisms that are appropriate. However, researchers tend to generalize their findings to all partnerships regardless of potential. The authors found support for the Partnership Model published in IJLM in 1996 as a method to resource different types of partnerships following the contingency perspective and strategic fit theory.