Handbook of Management Scales/Strategic fit
Strategic fit (alpha = 0.88)[edit | edit source]
Description[edit | edit source]
To measure the construct, the authors relied on scale items previously used by Harrigan (1988), Kale et al. (2000), and Parkhe (1991).
Definition[edit | edit source]
Strategic fit relates to the alignment of aspects like merits of partners’ complementary resources, compatible businesses, and congruent strategic objectives (Das & Teng, 1997; Harrigan, 1988; Kale, Singh, & Perlmutter, 2000; Parkhe, 1991).
Items[edit | edit source]
In this alliance, the firm and this partner:
- Have a shared understanding of the alliance’s value proposition. (0.80)
- Have aligned objectives. (0.79)
- Operate in similar market segments (e.g., target the same customers). (0.64)
- Have compatible technologies, platforms, and/or products that can work together. (0.75)
- Have complementary skills and capabilities which together can create more value. (0.83)
- Have expertise compatible with each other’s technologies, platforms and/or products. (0.71)
- Share a similar vision about industry trends (e.g., dominant platforms, potential of emerging technologies, emerging markets). (0.77)
Source[edit | edit source]
- Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479
Comments[edit | edit source]
Items 4 and 7 might relate to operational rather than strategic fit.