Business strategy is concerned with the “fit” between an organisation's strengths and weaknesses and its external environment. A successful match should result in better performance. The strategy/environment/performance relationship is complex and poses significant analytical problems. This paper discusses alternative approaches to investigating the relationship and presents examples from a study of the Zimbabwean food processing industry. ©1994 by John Wiley & Sons, Inc.
|Number of pages||11|
|Publication status||Published - 1 Jan 1994|