Short term financial success in large business organizations: The environment‐strategy connection

Abstract

Abstract This study examines the interrelationships of environmental changes and strategic action variables with each other and with short term success, for 358 large business firms over a 45 year period. Success ( Fortune ratings and ROA) is found to be related to two strategic decision segments. Several strategy‐environment relationships are also found. Some methodological problems are noted in the attempt to move policy research from case analysis to statistical explanation.