The Impact of Intended Strategies on Firm Performance: The Case of Japanese Manufactures

This paper presents an investigation of the performance implications of an organization’s intended strategy among a set of Japanese manufacturers. Applying a contingency perspective, this study found that firms whose intended strategy was of a Pioneer were significantly related to positive changes in stock price in a bullish business climate. However, in a cautious rebound, firms whose intended strategy was of a Leapfrogger were found to be the better performers. The implications of these results are also discussed