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Data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of build SBUs but hamper it in the case of harvest SBUs. Despite the widespread acceptance of strategys role in mediating an or-ganizations interaction with its environment (Andrews, 1971; Ansoff, 1965; Chandler, 1962; Child, 1972; Miles Snow, 1978), the scope of research on strategy implementation has remained quite narrow. Following Chandler (1962), the concern has been predominantly with how a firms organizational structure and control system are, or might be, related to the degree and nature of its product and geographic diversification (Fouraker
Gupta et al. (1984) studied this question.