Innovation orientation, strategy, environmental context and performance: An examination of the Miles and Snow typology in U.S. and European markets

The objective of this dissertation was to examine the implications of similar strategies in different geographic markets. A basic issue is whether similar strategies are associated with similar effects in different geographic markets. By examining this basic issue we can find out the types of strategies associated with different kinds of environments in different geographic markets and related levels of performance. This should provide guidelines about the potential implications of utilizing similar strategies in different geographic markets.;The particular aspect of strategy chosen as a focus for examining the issues described above has to do with the innovation orientation of business. Miles and Snow's typology of innovative orientation is used as a conceptual basis in the context of the environment-strategy-performance paradigm of organization theory to assess the implications of innovativeness in different geographic markets.;Through the use of cluster analysis a taxonomy of innovative orientation was developed and demonstrated to be valid for both U.S. and European markets and for consumer and industrial businesses. The types identified in the taxonomy are similar to types identified by Miles and Snow in their research as well as those developed by Ansoff and Stewart, and Freeman. The existence of the types across the different markets suggests their universality.;Comparisons of the different innovative types indicated differences in their strategies and performance levels, supporting the notion that the strategic orientation of businesses can be described in terms of their innovativeness. The degree and nature of differences between the different innovative types varied with respect to type of market and geographic location. There were, however, also similarities across markets and geographic locations in some of these relationships.;Another important finding was that there is generally no consistency in the overall environmental contexts associated with the various types across different markets and geographic locations. This suggests that particular kinds of environmental factors do not necessarily give rise to specific kinds of innovative orientation.;The major international implication is that a business going across geographic boundaries with the same innovative orientation is likely to experience similarities, for the most part, in terms of performance levels and certain aspects of its environments such as market growth and competitive pressure.