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Environmental Uncertainty, Business Strategy, and Financial Performance: An Empirical Study of the U.S. Lodging Industry
Articles and Chapters
  • Chekitan Dev, Cornell University
  • Michael D. Olsen, Virginia Polytechnic Institute and State University
Publication Date
8-1-1989
Abstract
A key premise in the normative literature is that an appropriate business strategy will favorably align an organization with its environment (Andrews, 1971; Hofer & Schendel, 1978; Porter, 1980). It is argued that the strategy that will produce the best results is dependent on existing environmental circumstances (Miles & Snow, 1978). This study investigated the tenet that, for firms in the lodging industry, there exists an optimal pattern or ’’fit’’ between the environment and the firm’s business strategy that separates the more successful operations from the less successful ones. The findings of this study indicate that a "match" between the state of the environment facing an organization and its business strategy is required for high performance. The results obtained provide an invaluable planning and analysis tool for all levels of management involved in charting a firm’s future.
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Required Publisher Statement
© SAGE. Final version published as: Dev, C. S., & Olsen, M. D. (1989). Environmental uncertainty, business strategy, and financial performance: An empirical study of the U.S. lodging industry. Journal of Hospitality & Tourism Research, 13(3), 171-186. Reprinted with permission. All rights reserved.

Citation Information

Dev, C. S., & Olsen, M. D. (1989). Environmental uncertainty, business strategy, and financial performance: An empirical study of the U.S. lodging industry [Electronic version]. Retrieved [insert date], from Cornell University, SHA School site: http://scholarship.sha.cornell.edu/articles/1001