方法对比

	Diversification-Performance Analysis (Rumelt Categories)	Upper Echelons (TMT) Analysis
领域	战略管理	战略管理
方法族	Process / pipeline	Process / pipeline
起源年份	1974	1984
提出者	Richard P. Rumelt; Krishna Palepu	Donald C. Hambrick & Phyllis A. Mason
类型	Classification-and-comparison pipeline relating diversification type to firm performance	Demography-to-strategy pipeline linking executive characteristics to organizational outcomes
开创性文献	Rumelt, R. P. (1974). Strategy, Structure, and Economic Performance. Division of Research, Graduate School of Business Administration, Harvard University. ISBN: 9780875841090	Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-206.
别名	Rumelt Diversification Category Analysis, Related vs Unrelated Diversification Analysis, Corporate Diversification Strategy Classification, Diversification Strategy-Performance Linkage	Top Management Team Demography Analysis, Upper Echelons Theory Testing, TMT Characteristics Analysis, Executive Demographic Analysis
相关	3	3
摘要	Diversification-performance analysis asks whether the kind of diversification a firm pursues — staying focused, expanding into related businesses, or building an unrelated conglomerate — is systematically associated with how well the firm performs. The categorical version originates with Rumelt's 1974 Strategy, Structure, and Economic Performance, which classified diversified firms by specialization and relatedness ratios into single-business, dominant-business, related, and unrelated types and found that related diversifiers tended to outperform unrelated ones. Palepu's 1985 study reframed diversification with the continuous Jacquemin-Berry entropy measure, again finding that related diversification was associated with superior profit growth, and showed how the index approach and Rumelt's categorical method can be combined to gain both objectivity and conceptual richness.	Upper echelons analysis tests the proposition that organizations become reflections of their top managers: that the strategic choices a firm makes and the performance it achieves can be partly predicted from the observable characteristics of its top management team. Hambrick and Mason's 1984 Academy of Management Review article launched this perspective, arguing that because executives act on their construed view of complex situations, their experiences, values, and personalities shape outcomes — and that hard-to-measure cognitions can be proxied by observable traits such as age, tenure, functional background, and education. Hambrick's 2007 update sharpened the theory, emphasizing managerial discretion and executive job demands as the conditions under which executive characteristics matter most. The analysis links team demography to strategy and performance.