STRATEGY, STRATEGY MAKING, AND PERFORMANCE - AN EMPIRICAL INVESTIGATION.

The purpose of this paper is to study the effect of the relationships between strategic type and strategy-making mode on organizational performance. Two important typologies were used in this study, one stressing strategic type, the other, strategy-making mode. Hypotheses were stated on strategy 'fit' of specific strategy type with strategy-making modes, where strategic fit contributes to organizational performance. The paper also relates the primary discussion on the relationship between the strategy type and strategy-making mode typologies to the content-process dilemma on which it sheds some light.