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We hypothesized that increases in environmental dynamism, hostility and heterogeneity should be related to specific changes in the amount of analysis and innovation which characterizes strategy\u2010making activity. Most of these relationships tended to be much stronger in successful than in unsuccessful samples of firms.<\/jats:p>","DOI":"10.1002\/smj.4250040304","type":"journal-article","created":{"date-parts":[[2007,5,22]],"date-time":"2007-05-22T08:55:37Z","timestamp":1179824137000},"page":"221-235","source":"Crossref","is-referenced-by-count":1363,"title":["Strategy\u2010making and environment: The third link"],"prefix":"10.1002","volume":"4","author":[{"given":"Danny","family":"Miller","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Peter H.","family":"Friesen","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"311","published-online":{"date-parts":[[2006,11,7]]},"reference":[{"key":"e_1_2_1_2_1","volume-title":"Scanning the Business Environment","author":"Aguilar F.","year":"1967"},{"key":"e_1_2_1_3_1","volume-title":"Corporate Strategy","author":"Ansoff H. 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