Purpose: Miles and Snow’s conception of strategic types is the most popular and extensively studied
typology of strategic choices. Consequently, in recent years it has been related to organizational
performance measures. Despite numerous studies conducted in different environmental and organizational
settings, the research results of relationships between strategic types and organizational
performance are ambiguous. In this paper, we seek to advance the knowledge regarding how
a chosen strategic type affects organizational performance measures in the transition economy of
Poland.
Methodology: Using quantitative research results, on the basis of data from 96 organizations we
statistically test four research hypotheses.
Findings: Research results reveal the existence of “clear” strategic types in majority of companies
but highlight moderately strong relationships between declared strategic type and organizational
performance. In turn, they suggest that Prospector and Analyzer strategic types promise slightly
higher performance than Reactor and Defender types.
Originality: This research project on strategic types in SMEs in a transition economy is one of few
dealing with this topic that have been conducted in Eastern European countries to date.
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