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The objective of this research is to synthesize evidence on the relationship between context, strategies and performance in the context of federally qualified health centers (FQHCs), a core safety net health services provider in the United States. The research also identifies prior approaches to measure contextual factors, FQHC strategy and performance. Gaps in the research are identified, and directions for future research are provided.

A systematic review of peer-reviewed journal articles published between the years 1997 and 2017 was conducted using a bibliographic search of PubMed, Business Source Premier and ABI/Inform databases.

28 studies were selected for the analysis. Results supported associations among contextual factors (organizational and environmental) and FQHC strategy and FQHC performance. The research also indicates that previous research was primarily emphasized on clinical performance with less focus on other types of FQHC performance. In addition, there exists a wide variability in terms of measuring context, FQHC strategy and performance.

Operating in resource-scarce and highly constraining environments, FQHCs have demonstrated the ability to stay innovative and competent as serving often unhealthier and costlier patient populations. To date, there has been no study that reviewed the relationships between context, FQHC strategy and FQHC performance. In addition, there is an absence of consensus on how context, FQHC strategy and FQHC performance are measured. This study is the first that examined context–strategy–performance relationships in the context of FQHCs.

The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa.

The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study.

The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels.

The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.

This paper aims to examine whether order and scale of market entry influence a new product's market and financial performance, and how marketing and R&D resources strengthen or weaken these effects.

Through a mail survey, data were collected on a sample of 136 product launches by Spanish manufacturing firms. A moderated hierarchical regression analysis enabled the assessment of the relevance of order and scale as well as their interactions with marketing and R&D resources to explain a product's competitive position. Moreover, a mediation analysis allowed us to determine whether market entry strategy (indirectly) affects financial performance.

The analyses show that pioneering firms and those entering the market with a full‐scale launch achieve advantages in terms of competitive position, and that this variable mediates the relationship of order and scale with profitability. The empirical results also reveal that such advantages are conditioned by the availability of marketing and R&D resources.

The decisions regarding order and scale of market entry are contingent. Managers involved in the planning of a new product launch should be knowledgeable about their firm's resources and capabilities before determining when and how to enter the market.

Many papers study the effects of order‐of‐entry on market share, but other dimensions of a new product launch strategy, such as scale, have largely been ignored. The research examines the effects of both variables on competitive position and profitability. This is also one of the first studies that explores the moderating effect exerted by resources and capabilities in the launch strategy‐performance relationship.

The purpose of this paper is to identify the main factors of the dyadic alignment in the supply chain of capital goods companies.

A survey was conducted among 159 respondents (53 supplier companies, 53 manufacturers and 53 clients).

Using structural equation modelling, no evidence of alignment between suppliers and manufacturers was identified. However, for the manufacturers, there is a partial mediation effect of the operational capabilities in the relationship between supply chain management and business performance.

This research investigates whether there is a dyadic alignment among supplier–manufacturer, manufacturer–customer and supplier–customer from the capital goods manufacturers’ perspective.

This paper aims to provide new evidence regarding the firm performance implications of using temporal orientation (time pacing) and information technology (IT) to align an organization with its task environment.

Using questionnaire data provided by top management team members, the results indicate that time‐based strategies (i.e. time pacing) and IT mediate the effects of environmental disruptions on performance. To validate the scales and to test the hypothesized model of relationships, the study employs structural equation modeling through LISREL 8.52, as it is able to examine both the measurement and structural model simultaneously while including individual errors for the respective parameters.

The results suggest that time pacing should be used in association with IT, as time pacing had a much stronger relationship to environmental disruptions than did IT. This finding supports that a time pacing orientation is effective at helping managers react to disruptions in their task environment. In relation to firm performance, IT was directly linked to firm performance; whereas time pacing was only indirectly associated with firm performance.

The findings suggest that the application of time pacing strategies enables managers to increase firm performance via IT. The results therefore suggest that managers should not assess their use of temporally‐based mechanisms (e.g. time pacing, IT temporality) and IT in isolation, but rather consider them in conjunction. This recommendation is consistent with findings elsewhere that components of strategy may need to be cohesive and integrative and require a supportive firm structure if they are to have their greatest effects on firm performance.

The study extends the research on temporal strategies and IT as mechanisms for offsetting environmental pressures and improving firm performance. It alerts managers to the notion that time pacing will enable them to generate improved firm performance and competitive advantage, through the synchronistic use of IT.

Strategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims to introduce a distinction between scholarly and practitioner perspectives of luck and identifies why this distinction is critical to both scholars and practitioners.

This paper proposes a framework linking luck and competitive advantage. It also reports the results of an exploratory empirical investigation on the perceived role of luck in firm performance.

Scholars and practitioners have different views of luck's role in organizational performance. Managers are more likely to assign luck for bad outcomes rather than good. In addition, the more quantitative a manager's work function, the less likely he or she is to perceive a luck‐performance linkage, and the higher the manager is in the organization, the more likely he or she is to perceive luck as affecting outcomes.

There are a number of reasons why luck should receive prominence when considering the strategy‐performance relationship: many of the linkages between strategic factors and performance are identified after the fact – they are viewed as causal when they were actually lucky; empirical research may identify relationships whether they actually exist; researchers tend to find what they are looking for; and academics will be more likely to explain “luck” if they are using the appropriate tools to reveal it.

The positive link between management level and luck's role in performance identified in this study suggests that the more a manager knows about a firm's resources and attributes, the more likely he or she is to downplay the role they actually play in performance. From this perspective, managers seem more willing to acknowledge the role played by luck as they progress into greater levels of responsibility and control.

A significant portion of empirical work seeks to explain differences in performance across organizations by identifying the links between various strategic factors and performance. Although this research has contributed much to the knowledge about the strategy‐performance nexus, it assumes that strategy‐performance linkages necessarily exist and that they can be readily identified. In other words, most scholarly work in this area is based on assumptions that minimize or preclude the role of luck or randomness in the determination of firm performance. Building on previous work, this paper adopts an alternative perspective on the strategy‐performance relationship, highlighting the often overlooked role of luck.

The purpose is to examine the role of TQM in a strategy‐TQM‐performance model. More specifically, it seeks to investigate whether TQM has a driving role in the formation of strategy or has a mediating effect in the strategy‐performance relationship.

A survey was used to collect data. The instrument was assessed for its validity and reliability. Structural equation modelling was employed.

TQM influences strategy formulation process and it is a dynamic resource that contributes to the achievement of a sustainable competitive advantage. In addition, soft TQM has a higher impact than hard TQM on competitive strategy formulation and on performance.

The model developed and tested can be enriching to the TQM, strategic management, and quality management fields. Future research is recommended to use methods other than self‐report questionnaires and to account for certain behavioral factors that can influence the relationships investigated in the study.

The findings provide insights to the need to integrate TQM with the various stages of the strategy formulation process, with an emphasis on the soft elements of TQM, including customer satisfaction, management and leadership, and employee relations.

Despite the remarkable contributions of existent research, there is a lack of substantive research that examines the relationship between the hard and soft components of TQM on one hand and the two types of competitive strategy – differentiation and cost leadership – on the other. This gap is filled by this study.

The linkage between strategy and performance is central to strategic management. Empirical studies have nevertheless produced mixed results on the nature of this relationship, and in recent decades, very little advancement has been made in research aimed at elucidating this relationship. Accordingly, the purpose of this paper is to identify the approaches to the strategy-performance linkage in previous studies and defines five principles that should characterize future research on this relationship. The paper develops a novel research design that follows these principles and tests the usefulness of this research design in practice.

This paper is exploratory in nature and its empirical methods include content analysis, multidimensional scaling, and cluster analysis. The primary difference between this paper and studies in the mainstream literature on the linkage between strategy and performance relates to the application of an endogenous strategy typology instead of predefined strategy categories.

The analysis shows that the adopted research design based on five principles is applicable to research on the linkage between strategy and performance and that such a research design produces meaningful results. The results support the findings of earlier studies regarding the potential of “hybrid” strategies for achieving superior firm performance.

This paper challenges the dominance of generic strategies in research on the strategy-performance linkage and provides statistical data that lay the foundation for more detailed investigation on this relationship. The paper argues for a contextually bound view of strategic management.

This paper invigorates the discussion on the linkage between strategy and performance, which has long been diminishing as a research topic in the literature because of contradictory results and the lack of fresh research opportunities. This paper further introduces a methodology that has been underutilized in the study of strategic management.

The extant literature has challenged the original idea that pure strategy leads to superior performance. This shift has raised the question whether pure strategy is still superior to hybrid strategy? The purpose of this paper is to investigate the strategy-performance relationship in this context and the performance of pure, hybrid, and reactor strategies is compared.

Scoring method is used for identification of strategic types. ANOVA, univariate, and multivariate regression models are applied for empirical analysis using seven-year financial data of 307 Pakistani joint stock firms from 12 industries.

The results show that firms in Pakistan practice hybrid and reactor strategies rather than pure strategies. Overall, defending and analyzing strategies perform better than the prospecting strategies. However, the performance of the strategic types varies among industries and firm size. Strategy and firm size are the better predictors of firm performance.

The proposed methodology can be replicated to identify strategic groups and strategic orientations proposed by typological classifications when longitudinal studies are carried out. The process for identification of pure, hybrid, flexible, consistent, and reactor strategies is a key contribution to the literature.

This paper empirically examined the role of the balanced scorecard (BSC) measures usage as a potential moderator of the business strategy and performance relationship. Samples were taken from 120 manufacturing firms. Results of this study provide evidence that partially support the moderating effects of the BSC measures usage on the strength of the relationship between business strategy and firm performance.