Abstract

Despite the high volume of literature on managerial strategy, few studies have explored how performance gaps shape managerial strategy, particularly across sectors. Emerging studies indicate that different risk preferences, market competition, and financial incentives across sectors play important roles in shaping managerial strategy in response to performance gaps. Using U.S. nursing homes, this study examines how performance gaps shape prospecting and defending strategies, and whether the relationship is contingent on sector. The findings indicate that nursing home managers are more likely to be prospectors when they outperform past performance or other competitors. When considering sector-differences, this finding is consistent in only for-profit nursing homes. Regardless of performance gaps, for-profit nursing homes are also more likely to adopt a defending strategy compared to their nonprofit or public counterparts. The findings suggest that sector-differences should be carefully considered to understand the impact of performance gaps on managerial strategy.

摘要

尽管有大量关于管理战略的文献，但很少有研究探讨绩效差距如何影响管理战略，尤其是跨部门。新兴研究表明，跨部门不同的风险偏好、市场竞争和财务激励在制定管理战略以应对绩效差距方面发挥着重要作用。本研究使用美国疗养院，研究绩效差距如何影响勘探和防御策略，以及这种关系是否取决于部门。调查结果表明，当疗养院经理的表现优于过去的表现或其他竞争对手时，他们更有可能成为探矿者。在考虑部门差异时，这一发现仅在营利性养老院中是一致的。无论性能差距如何，与非营利或公共机构相比，营利性养老院也更有可能采取防御策略。研究结果表明，应仔细考虑部门差异，以了解绩效差距对管理战略的影响。