STRATEGY MAKING AND STRUCTURE: ANALYSIS AND IMPLICATIONS FOR PERFORMANCE.

Danny Miller

683 citations0/0 files storedAcademy of Management Journal

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Organizational Management and Leadership Management and Organizational Practices Organizational Strategy and Culture

Abstract

This study suggests that organizational structures and strategy-making processes are highly interdependent and must be complementary in many ways to ensure good performance under challenging condit...

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References

1978Organizational Strategy, Structure, and Process 1983The Correlates of Entrepreneurship in Three Types of Firms 1973Strategy-Making in Three Modes 1981Measuring and Assessing Organizations.1986Psychological and Traditional Determinants of Structure 1982Top Executive Locus of Control and Its Relationship to Strategy-Making, Structure, and Environment 1986Chief Executive Personality and Corporate Strategy and Structure in Small Firms 1972Organization Structure and Strategies of Control: A Replication of the Aston Study

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1998Relative absorptive capacity and interorganizational learning 1996Understanding Radical Organizational Change: Bringing Together the Old and the New Institutionalism 1993CONFIGURATIONAL APPROACHES TO ORGANIZATIONAL ANALYSIS.1999Bridging ties: a source of firm heterogeneity in competitive capabilities 2003Arriving at the high-growth firm 1988RELATING PORTER'S BUSINESS STRATEGIES TO ENVIRONMENT AND STRUCTURE: ANALYSIS AND PERFORMANCE IMPLICATIONS.

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