Section Fourstemming from ambiguities in stage identification, the validity
of prescribed styles or personalities needed for each stage, and
inaccuracies in style and personality measurement. However,
they have value in focusing attention on alignment either
through hiring, development, or the use of reward systems.
With the limitations of these approaches in mind, a careful
contingency approach to matching or fit may have some
value.^93
Along this line, some researchers have argued that for
companies pursuing steady-state strategies, more effective
matching will be obtained by placing greater emphasis on
development rather than selection. With steady-state
strategies, growth is achieved through internal expansion and
managers must have a broad understanding of the business.
Conversely, in organizations pursuing evolutionary strategies,
selection should provide a more effective matching approach.
Because evolutionary strategies rely on acquisitions and
mergers for growth, the managerial talent needed to staff an
unrelated acquisition can be obtained more easily through
external selection.^94 These results indicate that for companies
growing through internal expansion, management development
will be an important means of aligning managerial talent with
organizational strategies.