Structural Components and Assembly in Parsimonious Explanation of Organizational Performance: A Study in the Industry and Service Sectors

Carlos Alberto Gonçalves, Rui Fernando Correia Ferreira, Cid Gonçalves Filho, Alexandre Teixeira Dias


This work aims to presents the settings and the degree of intensity on the Organizational Performance based on significant antecedents in two sectors categorized as manufacturing and service. It is present measurements of the effects and combinations set composed by Managerial Factors, External Environment, Internal Organizational efforts, Strategy Process in the Organizational Performance. The research used data collection by interview, survey research and it was made statistical analysis by of Structural Equation Modeling methods and Qualitative Comparative Analysis - ACQ. It can be seen that the construct Strategy Process is the most important in explaining Organizational Performance in relation to other reports. It was also observed that the industry and service sectors have different sets parsimonious explanation for the Organizational Performance.


Organizational Performance; Managerial Factors; Environmental Factors; QCA - Qualitative Comparative Analysis.


Andersen, T. J. (2004). Integrating decentralized strategy making and strategic planning processes in dynamic environments. Journal of Management Studies, 41(8), 1271-1279.

Andersen, T. J. (2000). Strategic planning, autonomous actions and corporate performance. Long Range Planning, 33, 184-200.

Anderson, D. R.; Sweeney, D. J.; Williams T. A. (2008) Estatística aplicada à Administração e Economia. São Paulo: Cengage Learning.

Bacharach, S. B. (1989). Organizational Theories: Some Criteria for Evaluation. Academy of Management Review, Academy of Management. 14: 496-515.

Barney, J. B. & Hoskisson, R. E. (1990). Strategic Groups: Untested Assertions and Research Proposals. Managerial & Decision Economics 11(3): 187-198.

Baum, J. R. & Wallys, S. (2003). Strategic decision speed and firm performance. Strategic Management Journal, 24, 1107-1129.

Boyd, B. K. & Elliot, E. R. (1998). A measurement model of strategic planning. Strategic Management Journal, 19, 181-192.

CEBRASSE. (2009). Central Brasileira do Setor de Serviços. Disponível em:<>. Acesso em: 22. jul.. .

Dess, G.G. & Robinson, R. G. (1984). Measuring organizational performance in the absence of objective measures: the case of the privately-held firm and conglomerate business unit. Strategic Management Journal, 5, 265-73.

Elbana, S. (2006). Strategic decision-making: process perspectives. International Journal of Management Reviews, 8, 1–20.

Fiss, P.C. (2007). A set-theoretic approach to organizational configurations. Academy of Management Review, Academy of Management. 32: 1180-1198.

Goll, I. & Rasheed, A. M. A. (1997). Rational decision-making and firm performance: the moderate role of environment. Strategic Management Journal, 18(7), 583-591.

Gurgel, M. C. A. & Vasconcelos, F. C. de. Configurações estratégicas de firmas brasileiras de alto desempenho listadas na BM&FBovespa. (2011). In: XXXV ENCONTRO NACIONAL DOS PROGRAMAS DE PÓS-GRADUAÇÃO EM ADMINISTRAÇÃO (2011: Brasília) Anais ... ESO – A2812. Brasília: ANPAD. (Versão integral em CD-ROM do Evento).

Hair, J. et al. (2005). Análise multivariada de dados. Porto Alegre: Bookman.

Hatten, K. J. & Hatten, M. L. (1987). Strategic groups, asymmetrical mobility barriers and contestability. Strategic Management Journal. 8: 329-342.

Herrmann, P. (2005). Evolution of strategic management: the need for new dominant designs. International Journal of Management Reviews, 7, 111–130.

Hopkins, W. E. & Hopkins, S. A. (1997). Strategic planning–financial performance relationships in banks: a causal examination. Strategic Management Journal, 18(8), 635-652.

Hoskisson, R. E. et al. (1999). Theory and research in strategic management: swings of pendulum. Journal of Management, 25, 417–456.

Hutzschenreuter, T. & Kleindienst, I. (2006). Strategy-process research: what have we learned and what is still to be explored. Journal of Management, 32, 673–720.

King, G., et al. (1994). Designing Social Inquiry: Scientific Inference in Qualitative Research. Princeton, NJ, Princeton University Press.

McGee, J. & Thomas, H. (1986). Strategic Groups: Theory, Research and Taxonomy. Strategic Management Journal. 7: 141-160.

Mellahi, K. & Sminia, H. (2009). Guest Editors’ Introduction: The frontiers of strategic management research. International Journal of Management Reviews, 11(1), 1–7.

Mil, J. S. (1985). System of Logic, Rationative and Inductive. New York, Harper & Brothers Publishers.

Mingoti, S. A. (2007). Análise de dados através de métodos de estatística multivariada: uma abordagem aplicada. Belo Horizonte: UFMG.

Osborne, J. D., Stubbart, C. I., et al. (2001). Strategic groups and competitive enactment: a study of dynamic relationship between mental models and performance. Strategic Management Journal. 22: 435-454. .

Popper, K. R. (1959). The Logic of Scientific Discovery. London, Hutchinson.

Ragin, C. C. & Rihoux, B. (2009). Qualitative comparative analysis (QCA) and related systematic comparative methods. International Sociology, 21, 679–706.

Ragin, C. C. (2000). Fuzzy-set social science. Chicago: University of Chicago Press.

Ragin, C. C. (1987). The comparative method: moving beyond qualitative and quantitative strategies. Berkeley, Los Angeles and London: University of California Press..

Rihoux, B. (2006). Qualitative comparative analysis (QCA) and related systematic comparative methods. International Sociology, 21, 679–706.

Short, J. C., Ketchen, D. J., et al. (2007). Firm, strategic group, and industry influences on performance. Strategic Management Journal 28(2): 147-167.

Tang, M.-J. & Thomas, H. (1992). The Concept of Strategic Groups: Theoretical Construct or Analytical Convenience. Managerial and Decision Economics 13(4): 323-329.


  • There are currently no refbacks.

Iberoamerican Journal of Strategic Management  e-ISSN: 2176-0756

Licença Creative Commons
Este obra está licenciado com uma Licença
Creative Commons Atribuição-NãoComercial-CompartilhaIgual 4.0 Internacional