This paper extends the strategy–structure–performance paradigm to examine the performance differences between entrepreneurial and non-entrepreneurial electrical distribution firms. The results indicate that both entrepreneurial and non-entrepreneurial electrical distributors with an optimal strategy–structure alignment tend to have a higher organizational performance than those entrepreneurial and non-entrepreneurial electrical distributors without such an alignment. The results are examined and conclusions are offered. Finally, the implications for future research are set out, as are the limitations of the present study.
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