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The purpose of this paper is to integrate aspects of the literature on strategic and performance groups and explicitly derive strategic/performance groups which exhibit differences with respect to both strategy and performance, as well as display associations and potential interrelationships between the two sets of variables.

A two‐way clusterwise bilinear spatial model was formulated (e.g. a scalar products or vector multidimensional scaling model (MDS)) for the analysis of two‐way strategic and performance data which simultaneously performs MDS and cluster analysis. An efficient alternating least‐squares procedure was devised that estimates conditionally globally optimum estimates of the model parameters within each iterate in analytic, closed‐form expressions.

This bilinear MDS methodology was deployed in the context of strategic/performance group estimation using archival data for public banks in the NY‐NJ‐PA tri‐state area. For this illustration, four strategic/performance groups and two underlying dimensions were found.

Consideration of both strategy and performance data should be employed in describing the heterogeneity amongst firms competing in the same industry.

The paper provides a new spatial methodology to derive strategic/performance groups in any given industry to more completely summarize intra‐industry heterogeneity.

The purpose of this paper is to examine the relationships among choice of industry diversification, capabilities and business group performance, as well as to point out the potential concern about endogenous role of industry diversification.

Using data from the top 100 business groups in Taiwan from TEJ database. This study uses Heckman’s two-step estimation procedure and contingency model to achieve unbiased results and examine our hypotheses.

The results of this study find that if business groups’ marketing or operational capabilities are strong they should adopt a high level of diversification strategy and if business groups’ R&D capability is strong they should adopt a low level one. The results of this study also show that the endogenous problem of industry diversification exists, and needs to be considered. Moreover, our finding confirms the importance of capability–strategy fit, which, in turn, can achieve better performance.

On average, high industry diversification groups perform better than low industry diversification groups after controlling for endogeneity issues. Business groups can achieve better performance if their strategy choices match the capabilities they encounter. Managers should pay attention to strategy-capability fit issues. Specifically, they should review their organizational capabilities as well as check their strategies within firms.

This study is one of the first that attempts to explore the endogenous role of diversification strategy choices, and empirical examine strategy-capability fit on business group performance.

A sample of 63 Danish companies is divided into four strategic groups. Each group represents a distinct manufacturing strategy. These strategic groups are then used to investigate relationships with the implementation of bundles of manufacturing practices such as JIT and TQM, and with operational performance. The results suggest that using strategic groups as a representation of companies' manufacturing strategy can improve the understanding of companies' implementation of bundles of manufacturing practices and of their operational performance. The results indicate that the degree of environmental fit differs amongst the groups and that companies do not necessarily have to conduct an extensive implementation of all bundles of manufacturing practices in order to perform well on important performance dimensions according to their manufacturing strategy. Finally, the study adds to the scarce literature on small country studies.

The purpose of this paper is to examine the relationship between ethical leadership and group-level performance outcomes and show that group value congruence and group trust play pivotal mediating roles in the relationship between ethical leadership and work group performance outcomes.

To examine the proposed model, survey data from 116 branches of a baked goods and beverages chain located in Northern Taiwan were analyzed.

The results revealed that ethical leadership was positively and significantly related to group in-role performance and group helping behavior; the relationship was fully mediated by group value congruence and group trust after controlling for idealized influence leadership.

This study features a cross-sectional study design, thus limiting the accuracy of inferences about causality.

The results of the current study revealed that ethical leadership behaviors enhance group trust. Hence, these leadership behaviors could be among the best and most appropriate practices to be implemented in China and Taiwan.

The data suggested that ethical leadership was associated with not only individual-level behavior but also group-level performance. Furthermore, this paper also uncovered the mediation mechanism through which ethical leadership enhances group performance.

This issue is a selected bibliography covering the subject of leadership.

The impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on this relationship.

Data were drawn from 63 work groups (consisting of 322 members and 63 group leaders) selected from 27 technology service companies in South Korea. Group members rated their perceived LMX quality, while the human resource (HR) directors of each company assessed group performance.

The results showed that LMX differentiation had an inverted U-shaped relationship with group performance and that gender diversity and age diversity negatively moderated that relationship. However, the interaction between LMX differentiation and education-level diversity was not significant.

This study extends extant research by addressing the inconsistency among theoretical perspectives on the effects of LMX differentiation. This study transcends earlier research by considering the complex process of LMX differentiation, such as the curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on that relationship.

Reports on a study of MBA students (N = 362) at a major international business school which looked at the predictors of performance in management education. Considers not only GMAT but also age, gender, language proficiency, marital status and work experience as predictors of performance. Questions the use of individual grades in assessing performance since much work in both business schools and the business community is done in groups. Therefore, an analysis of the performance of students in groups was also carried out. Results support the relationship between GMAT and age, and individual performance, and more importantly show a predictive ability for language proficiency and marital status. Significantly, no predictors of group performance were found. Overall, the performance of groups was better than the performance of individuals. Discusses the implications of these results.

In this quasi‐experimental study we investigate value congruence and demographic dissimilarity among group members as factors which influence various types of conflict within workgroups. We also examine whether it is beneficial for members to be different or alike, to agree or disagree, in order to foster work group productivity. Results indicate that visible individual demographic differences (i.e., sex, age) increase relationship conflict, while informational demographic differences (i.e., education) increase task‐focused conflict. Value congruence of members decreased both relationship and task conflict, and the specific content of the values held by members influenced performance. Specifically, both detail and outcome group value orientations increased objective performance; outcome, decisiveness, and stability orientations increased perceptions of high performance; and both decisiveness and supportiveness orientations increased the satisfaction level of group members while a team orientation decreased individual member satisfaction in this sample.

This study seeks to examine the links between employee agreeableness, group performance, and peers' perceptions of threat of retaliation, through relationship conflict.

In a laboratory setting, 42 groups of undergraduate students (N = 182) from a Pakistani university were assigned to group projects to be completed within four months. Data collected from three different questionnaires at four different times and actual scores awarded by the course instructor to each group were used for the analyses. Based on r_WG(J) and ICC(1), level 1 (182 students') data were aggregated to level 2 (groups), and then analysed using regression analysis followed by Preacher and Hayes' bootstrapping procedure.

Results suggest that high agreeableness predicts group performance positively and peers' perceptions of threat of retaliation negatively. Moreover, relationship conflict among group members significantly mediates the agreeableness-group performance relationship. The above relationships may be sensitive to national culture.

In this study, groups were formed for a few months, whereas in real organizational life, workgroups are formed for different durations. Therefore, the range of situations to which these findings generalize remains an open question.

Agreeableness of group members can be constructive for performance of the group. Managers may utilize this insight while forming groups, and rating performance.

There is dearth of research illuminating how employee's personality traits affect group performance and appraisal ratings. The study tests the effects of employee agreeableness on: (1) group performance, as rated by supervisors; (2) the threat of retaliation, as perceived by peer raters; and (3) the mediating effect of relationship conflict.

Based on a strategic group concept, the purpose of this paper is to examine the effects of resource employments on persistent performance in the pharmaceutical industry.

In departing from previous research, this paper takes an inverted approach to mapping firms into heterogeneous groups with distinct long-term performance trajectories, given that strategic profiles and characteristics were unknown. The methodology used is latent class growth analysis, a person-centred approach focussing on the relationships among individuals. Regression models were subsequently used to examine the strategy variables-performance relationship between groups and within groups.

First, firms were grouped into upper-performance and lower-performance trajectory subpopulations. Second, the effects of marketing and R&D on performance significantly differed within subpopulations and presented a U shape or an inverse U shape relation. Third, the employment of R&D resources was more effective in the lower-performance trajectory group, the average scale of which is smaller than in the upper-performance trajectory group. On the contrary, the employment of marketing resources had a greater benefited in the upper-performance trajectory group.

Intangible strategy features are ignored due to measure problem in the long period.

Strategic competition is more significant among intragroup members than inter groups. That the U-shape or invert U-shape effects of resource employments on performance among intragroup members reminds the researchers that the law of diminishing return or increasing return should not be ignored when test the group-performance relationship in future research.

The current study introduces an effective approach to investigate the strategic group concept.