Key points are not available for this paper at this time.
The authors test the proposition that the effectiveness of a particular strategic orientation—reactor, defender, analyzer, and prospector—is contingent upon the dynamics of the market. In mildly volatile markets, analyzer organizations are found to outperform other organization strategy types. However, in more volatile markets, the strategy-performance alignment is less clearly determined by the market environment.
McKee et al. (Sat,) studied this question.