Strategic and performance changes among LTL motor carriers: 1976-1993

Transportation Journal

Volumn 37, Issue 4, 1998, Pages

  Feitler, Jane N ^a   Corsi, Thomas M ^c   Grimm, Curtis M ^b  

^a NAVAL POSTGRADUATE SCHOOL   (United States)

^b UNIVERSITY OF MARYLAND   (United States)

^c NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0041175221     PISSN: 00411612     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Review

References (18)

1. Jane N. Feitler, Measuring Firm Strategic Change in the Regulated and Deregulated Motor Carrier Industry: An Eighteen Year Evaluation, Ph.D. Dissertation, College of Business and Management, University of Maryland, College Park, Maryland, 1995, pp. 70-72 as derived from Financial & Operating Statistics. Motor Carrier Annual Report (1976-1993), American Trucking Associations, Inc., Alexandria, VA.
2. Ken G. Smith and Curtis R. Grimm. "Environmental Variation, Strategic Change and Firm Performance: A Study of Railroad Deregulation." Strategic Management Journal, Vol. 8, No. 4, pp. 363-376.
3. Thomas R. Corsi; Curtis M. Grimm; Ken G. Smith; and Raymond D. Smith, "Deregulation, Strategic Change, and Firm Performance among LTL Motor Carriers," Transportation Journal, Fall 1991, No. 1, pp. 4-13.
4. Jay Barney and Robert E. Hoskisson. "Strategic Groups: Untested Assertions and Research Proposals." Managerial and Decision Economics, Vol. 11, No. 3, 1990, pp. 187-198.
5. See for example, Thomas M. Corsi. "Current and Alternative Federal Size and Weight Policies: Less-than-Truckload Motor Carriers," Prepared for the Federal Highway Administration, July 1995 (Revised March 1996), Washington, D.C., unpublished manuscript.
6. Daniel P. Bearth. "LTL Fleets Battered in 1995," Transport Topics, February 19, 1996, p. 1.
7. Daniel P. Bearth, "Return of the Big Three," Transport Topics, August 11, 1997, p. 17.
8. Donald C. Hambrick and S. M. Schecler, "Turnaround Strategies for Mature Industrial Product Businesses." Academy of Management Journal, Vol. 27, No. 2, 1983, pp. 231-248
9. Michael Porter, Competitive Strategy, 1980, Free Press, New York.
10. M. Porter, Competitive Advantage, 1985, New York: Free Press.
11. It could be argued that firms cannot or do not make meaningful changes in their strategies within only a one-year time period. However, in the fast-paced competitive environment common in motor carriers and other industries today, firms must alter their strategies very rapidly. For a discussion of pace of strategic change in today's business environment see: Curtis M. Grimm and Ken G. Smith, "The Perennial Gale of Competition: Intensifying Actions and Reactions in the Twenty-First Century," in Strategy as Action: Industry Rivalry and Coordination, Cincinnati, Ohio, South Western College Publishing, 1997, pp. 1-26.
12. th Annual Meeting, 1979, pp. 108-111; Donald C. Hambrick and S. M. Schecter, "Turnaround Strategies for Mature Industrial Product Businesses," Academy of Management Journal, Vol. 27, No. 2, 1983, pp. 231-248; Ari Ginsberg, "Measuring and Modeling Changes in Strategy: Theoretical Foundations and Empirical Directions," Strategic Management Journal, Vol. 9, No. 6, 1988, pp. 559-575; and James Goes, "Strategic Change and Organizational Performance: a Longitudinal Study of California Hospitals," Dissertation, Department of Management, University of Oregon, 1989.
13. th Annual Meeting, 1979, pp. 108-111; Donald C. Hambrick and S. M. Schecter, "Turnaround Strategies for Mature Industrial Product Businesses," Academy of Management Journal, Vol. 27, No. 2, 1983, pp. 231-248; Ari Ginsberg, "Measuring and Modeling Changes in Strategy: Theoretical Foundations and Empirical Directions," Strategic Management Journal, Vol. 9, No. 6, 1988, pp. 559-575; and James Goes, "Strategic Change and Organizational Performance: a Longitudinal Study of California Hospitals," Dissertation, Department of Management, University of Oregon, 1989.
14. th Annual Meeting, 1979, pp. 108-111; Donald C. Hambrick and S. M. Schecter, "Turnaround Strategies for Mature Industrial Product Businesses," Academy of Management Journal, Vol. 27, No. 2, 1983, pp. 231-248; Ari Ginsberg, "Measuring and Modeling Changes in Strategy: Theoretical Foundations and Empirical Directions," Strategic Management Journal, Vol. 9, No. 6, 1988, pp. 559-575; and James Goes, "Strategic Change and Organizational Performance: a Longitudinal Study of California Hospitals," Dissertation, Department of Management, University of Oregon, 1989.
15. th Annual Meeting, 1979, pp. 108-111; Donald C. Hambrick and S. M. Schecter, "Turnaround Strategies for Mature Industrial Product Businesses," Academy of Management Journal, Vol. 27, No. 2, 1983, pp. 231-248; Ari Ginsberg, "Measuring and Modeling Changes in Strategy: Theoretical Foundations and Empirical Directions," Strategic Management Journal, Vol. 9, No. 6, 1988, pp. 559-575; and James Goes, "Strategic Change and Organizational Performance: a Longitudinal Study of California Hospitals," Dissertation, Department of Management, University of Oregon, 1989.
16. th Annual Meeting, 1979, pp. 108-111; Donald C. Hambrick and S. M. Schecter, "Turnaround Strategies for Mature Industrial Product Businesses," Academy of Management Journal, Vol. 27, No. 2, 1983, pp. 231-248; Ari Ginsberg, "Measuring and Modeling Changes in Strategy: Theoretical Foundations and Empirical Directions," Strategic Management Journal, Vol. 9, No. 6, 1988, pp. 559-575; and James Goes, "Strategic Change and Organizational Performance: a Longitudinal Study of California Hospitals," Dissertation, Department of Management, University of Oregon, 1989.
17. Dawn Kelly and Terry L. Amburgey, "Organizational Inertia and Momentum: A Dynamic Model of Strategic Change," Academy of Management Journal, Vol. 34, No. 3, 1991, pp. 591-612;
18. Terry Amburgey; Dawn Kelly; and William P. Barnett. "Resetting the Clock: The Dynamics of Organizational Change and Failure," Administrative Science Quarterly. Vol. 38, No. 1, 1993, pp. 51-73.