Strategic Renewal, Cooperation, and Performance: A Contingency Approach

Abstract

In this paper, we analyse the influence of cooperation and strategic renewal activities on firm performance. Previous studies on the relationship between strategic renewal and performance are inconclusive. Thus, to cope with this controversy, we follow a contingency approach and, using a large sample of firms, investigate how cooperation and the degree of technological intensity of the environment moderate the relationship between strategic renewal and performance. The results of our empirical analysis suggest that strategic renewal activities are less fruitful in low-technology-intensive sectors when firms cooperate with other entities for such purposes. [ABSTRACT FROM AUTHOR] Copyright of Journal of Management & Strategy is the property of Sciedu Press and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)