Exploring the Link between Dominant Logic and Company Performance

To revitalize the discussion on dominant logic our paper aims to establish the forgotten link between dominant logic and firm performance. To do so, the concept is enhanced conceptually and operationalized by developing a framework including firms' conceptualization of the business (external environment) and of themselves (internal environment) and performance. The framework is applied to a longitudinal study of two consumer electronics firms. The empirical evidence shows that differences in dominant logic lead to different strategic reactions to developments in the industry, and thus result in performance differences.